GCC Government Entity Workforce Planning

The GCC government entity was responsible for delivering critical public services across 16 departments, but its workforce planning was entirely reactive — filling vacancies as they arose with no forward-looking strategy. Nationalisation targets set by the government required systematic workforce transformation, but the entity lacked the analytical tools to model scenarios, identify skill gaps at scale, or project future workforce needs. Previous attempts at strategic workforce planning had stalled due to the complexity of coordinating across departments with different structures, grading systems, and skill requirements.

WeSoar deployed its Strategic Workforce Planning module across all 16 departments, starting with a comprehensive skills audit that mapped current workforce capabilities against both immediate operational requirements and five-year strategic goals. The platform modelled multiple nationalisation scenarios — varying pace, skill availability, and training capacity — allowing leadership to stress-test plans before committing resources. Departmental workforce plans were generated with specific hiring, development, and succession recommendations, all linked to the entity's nationalisation KPIs and budget constraints.

The entity achieved 95% nationalisation across target roles within the planning horizon, supported by workforce plans that balanced immediate operational needs with long-term capability building. Retention improved by 30% as national employees received targeted development plans linked to clear career pathways. The workforce planning capability now operates as a continuous function rather than an annual exercise, with quarterly reviews and scenario modelling embedded in departmental governance. Leadership can now make evidence-based decisions about headcount, skills investment, and succession across all 16 departments from a single dashboard.