Developing a rotation or mobility scheme is considered a good way of achieving this aim, as long as it is well thought out and well managed. It should enable an administration to ensure that the right personnel are deployed to the right locations at all times and to enhance operational agility. The WCO offers the following guidance on this matter: “Decisions on posting of employees should be based on established objective criteria, and the basis of decisions to transfer staff should be recorded. Rotation should be based on organizational policy that takes into account the fact that having inexperienced employees in positions could delay the process for a period. Transfers might be an easier solution in cases where rotation is not possible, but decisions should also be based on objective criteria.”[3]
Rotation, competencies and engagement
A sound rotation system should also contribute to the improvement of staff competencies as well as their engagement by ensuring fair workload distribution and skills development opportunities. It can directly impact employee satisfaction and morale, two factors that can also influence staff integrity.
Automatizing the rotation system: rationale and strategic drivers
Until 2023, the Zakat, Tax and Customs Authority (ZATCA) of Saudi Arabia was implementing a rotation system among its operational staff using an Excel-based system. The whole process was largely traditional and often led to inefficiencies. Port managers had to report their staffing needs manually to the Human Capital Management (HCM) department, and then HCM would compile a list of eligible employees who met their requirements. To determine employees’ preferred port locations, they relied on a generic, published survey. It was a slow, time-consuming and rigid system that didn’t always reflect real-time needs or preferences, often causing delays, miscommunication and mismatches between the ports’ requirements and employee preferences.
In 2022, the team in charge of HCM began looking at modernizing the way it manages workforce mobility. They analysed the system data, shedding light on errors and issues (such as incorrect Excel formulas, manual data entry mistakes and reliance on static, outdated data) that were contributing to inefficiencies, inaccuracies and delays in the processing of transfers, of which there were more than 1,000 a year. They also collected employees’ feedback, identifying some areas of dissatisfaction among staff.
The inefficiencies of the manual process created administrative bottlenecks, delaying decisions hampering service delivery and undermining the Authority’s ability to respond swiftly and effectively to dynamic threats. The system also led to uneven rotations, impacting staff morale.
The HCM team studied other organizations’ practices and tools, examining how they optimized workforce mobility with the aim of developing an automated rotation system that would ensure equitable rotations, fostering professional growth and engagement, and aligning with ZATCA’s commitment to employee development.
Design and implementation
A new system was built in-house through close collaboration between the Advanced Analytics, Risk Analytics and IT teams. By leveraging internal expertise, the organization was able to design a solution tailored specifically to its operational needs – ensuring better integration, data accuracy and long-term scalability.
Called the Automated Employee Rotation System (AERS), it enables the real-time processing of data, including employee data and port operations data.
It integrates advanced analytics features powered by two programming languages, namely Python (a general-purpose language for data science and web development) and SQL (designed for managing and querying relational databases). The system automates decision-making by analysing multiple variables, including employee competencies, port-specific workload and demands, and policy constraints (for example, performance ratings, length of tenure at a given port and disciplinary records were all taken into consideration).
Another important element is that ZATCA has recently developed a professional certification programme for Customs officers stationed at its 64 ports and points of entry. Called the ITQAN Customs Professional Licensing Programme (CPLP), it aims to enhance their knowledge and skills, as well as to harmonize practices and behaviours across the territory. As part of the programme, operational officers’ competencies are regularly assessed. Key metrics include inspection accuracy, processing time and compliance with regulations.
The journey was not without its challenges. Integrating the tool with the existing infrastructure and ensuring compatibility with the data systems already in place required meticulous planning. Additionally, the system needed to account for complex factors such as employee preferences, workload distribution and evolving security requirements.
To overcome these obstacles, the HCM team engaged with key stakeholders, including port managers, security teams and employees, through workshops and iterative feedback sessions. This collaborative approach ensured that the tool was not only aligned with ZATCA’s operational needs, but was also flexible enough to adapt to future demands.
The AERS was launched in 2023, and its impact has been transformational. Since the introduction of the system, error rates have dropped and processing time has decreased significantly.
Moreover, the assessment conducted under the CPLP of the way operational staff perform their duties shows an improvement in performance ratings of over 60% on average for rotated employees. The team in charge of Talent Management is especially enthusiastic about the system. ZATCA has created a model that not only enhances operational efficiency, but also prioritizes employee development and engagement. “It’s been inspiring to witness how this programme is shaping a more resilient and future-ready Customs workforce,” declared one of the team members.
As a result of being exposed to new operational challenges, employees developed new skills. A well-thought-out rotation scheme can therefore enable an administration to reduce recruitment and training needs by enabling continuous learning and competency development on the job.
There has also been a significant improvement in the implementation of measures designed to mitigate security risks at ports. Employees are now better equipped to identify, assess and respond to potential threats, reflecting increased awareness and more effective risk management across port operations.
In addition, the initiative has positively influenced employee satisfaction and retention. Many employees have expressed satisfaction with their new assignments, reflecting a high level of engagement and approval of the system. This has contributed to lower turnover rates and helped build a more stable, motivated and resilient workforce over the long term.
“My latest rotation has been an enriching experience that significantly broadened my perspective on Customs operations,” declared a Customs officer. “Working in a new port environment allowed me to develop new skills, adapt to different operational challenges and collaborate with diverse teams. The transition was seamless, and the support I received throughout the process helped me integrate easily into my new team,” he added.
The AERS is also scalable; in other words, it can handle rapid changes to workloads and user demands. The IT team is also able to amend the system and adapt it to new requirements. This initiative therefore not only delivered immediate benefits, but also established a foundation for its long-term use.
By leveraging technology to optimize workforce allocation, the AERS supports ZATCA’s commitment to operational excellence. Administrations wishing to learn more about the system are invited to contact us via the email address below.
More information
ZATCA contact
[1] WCO Revised Arusha Declaration
[2] WCO Integrity Development Guide
[3] Idem.
