​The General Secretariat of the Tender Board celebrated on Tuesday the graduation of a group of its employees who successfully completed specialized training programs under initiatives aimed at developing national competencies. This comes as part of the Secretariat's efforts to enhance institutional performance and empower employees, in line with the priorities of Oman Vision 2040, which emphasizes building dynamic national capabilities that are regionally and globally competitive.

The ceremony included the graduation of participants from the “Tamkeen” program for onboarding new employees, the “Masar360” program for supervisory and senior leadership, and the launch of the “Kafa’a” program for job competencies.

These programs are part of the strategic plan of the General Secretariat of the Tender Board, aiming to improve the efficiency of institutional work systems and implement best practices in competency-based human resource management.

Achieving Sustainability in Institutional Performance

H.E. Eng. Badr bin Salem Al Ma'amari, Secretary General of the Tender Board, stated:

“Celebrating the graduation of our employees from these training programs is an institutional achievement that reflects the Secretariat’s commitment to Oman Vision 2040, which prioritizes the development of national competencies.”

He added that the graduation of “Tamkeen” and “Masar360” participants confirms the strategic direction towards empowering human capital, which he described as the key driver for achieving institutional excellence and sustainable government performance.

The three programs form an integrated development system: starting with onboarding through “Tamkeen,” enhancing professional and administrative capabilities via “Kafa’a,” and building future leadership through “Masar360.” These programs adopt international best practices tailored to Oman’s institutional work environment and are based on a comprehensive competency matrix that ensures career path clarity, fair evaluation, and high-quality training.

He further emphasized that capacity-building is not achieved through isolated training but through an integrated system that aligns vision with implementation. The positive outcomes of these initiatives are now evident in exemplary employees capable of leading change and contributing to institutional development.

He congratulated the graduates and reiterated the Secretariat’s ongoing commitment to creating an attractive, flexible, and innovation-driven work environment.

Enhancing Administrative Efficiency

Abdullah bin Saif Al Housani, Talent Development and Projects Advisor at the General Secretariat (on secondment), said that the three training programs aim to achieve the highest standards of institutional performance and talent development, enhancing the administrative apparatus's ability to adapt to modern institutional demands.

He explained that the Kafa’a program focuses on creating a clear job path for permanent and temporary positions, establishing precise rules for filling supervisory and leadership roles, and organizing job rotation and succession planning. The program also involves a comprehensive training system, a clear human resource development plan, and specific technical criteria for evaluating performance across organizational divisions, ensuring fairness and transparency.

The Tamkeen program targets new employees, developing their administrative and technical skills and enabling them to perform effectively. It promotes a positive work culture based on performance management and productivity, builds core and professional competencies (including health and safety), accelerates integration, reduces turnover, and boosts job stability. It also helps new employees understand their roles and responsibilities, enhances internal communication, and provides a procedural reference for both employees and HR specialists.

Skills and Competency Development

Al Housani added that Masar360 focuses on developing the managerial and leadership skills of supervisors, empowering them to perform their roles efficiently. It enables them to plan strategically, adopt institutional thinking, develop positive leadership styles, and build a performance- and productivity-based culture. The program enhances their problem-solving, decision-making, and change management capabilities, helps them mentor employees, and aligns with the competency matrix to ensure human resource development sustainability.

He concluded by stating that these programs are part of a broader strategic vision to build human capital capable of supporting the Tender Board’s goals and driving high levels of institutional performance and development.

Tamkeen Program for New Employees

The Tamkeen program introduces new employees to the Tender Board’s work environment through an 18-month structured onboarding plan in three phases. It includes field learning, practical training, job mentoring, and social learning.

The program aims to strengthen new employees’ understanding of the work environment and culture, enhance their administrative and technical skills, build core competencies, accelerate integration, and reduce turnover. It includes a functional and administrative task portfolio aligned with the competency matrix and quarterly evaluations of both technical and behavioral performance, supervised by managers and mentors.

Masar360 Program

The Masar360 program is designed for supervisory roles, including general managers, department heads, and section heads. It spans nine months in three training phases and supports the Secretariat’s vision of building strategic-thinking, decision-making, and change-managing leaders.

The program uses the 70-20-10 blended learning model (70% experiential, 20% social learning, 10% formal training) and includes detailed leadership skill assessments, institutional task analysis, and personalized development plans supervised by experts.

Kafa’a Program

The Kafa’a program applies a competency-based approach to HR management across all roles in the Secretariat. It includes a comprehensive competency matrix with 547 job cards, 369 classified professional competencies, and a detailed job map aligned with the organizational structure.

An integrated competency assessment framework was also developed within the "Manara" platform, with a pilot evaluation involving 127 employees.

This program supports career path development, facilitates hiring, secondment, transfer, rotation, and promotion processes, and ensures clear standards for evaluating both individual and organizational performance while sustaining ongoing training and development.