The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.

This study investigated the impact of HR analytics on the training and development strategy of private organizations in Lebanon. It sought to test four hypotheses namely: There is a significant relationship between HR analytics use in large businesses and the development of employee skills; there is a significant relationship between HR analytics use in older businesses and the development of employee skills; there is a significant relationship between HR analytics use in large businesses and the retention of employees; and there is a significant relationship between HR analytics use in older businesses and the retention of employee. HR analytics has a significant influence on the development of employee skills and HR analytics has a significant influence on the development of HR training strategy. The study relied on a quantitative correlational research method with the help of an online questionnaire as the data collection instrument. A total of 302 respondents from the private sector in Lebanon returned valid responses to the questionnaire. The results validated each of the four hypotheses. They revealed that HR professionals rely on HR analytics to formulate employee development strategies. Data from HR analytics is used to predict potential outcomes of important HR and organization strategy decisions. In conclusion, the findings from this study imply that businesses should integrate HR professionals and HR analytics into the process of decision making and development strategy formulation.

The objective of this study was to highlight the importance of hiring for passion toward specialty and its impact on the creativity and development of companies in the Middle East and North Africa (MENA). The sample was taken from the following countries: Lebanon, Saudi Arabia, UAE, Kuwait, Qatar, Jordan, Egypt, Algeria and Tunisia. This study summarized the importance of passion in work and its reflection on the performance of employees and how to consider this criterion seriously in the selection of candidates and internal promotions and how it reflects the improvement of the performance, creativity and development of organizations. The study identified some reasons why employees leave organizations and search for another opportunity like: increase in salary, better opportunity and etc. In addition, the study stated some recommendations to enhance recruiting in the organizations, some of which are: hiring for the passion of specialization and eliminating those who are looking for any job with any salary and looking for a financial return only.

The aim of this study is to highlight on the impact of public training programs outcomes on the development of personal and technical trainee skills from the perspective of trainees in Lebanon. This study summarized and showed the effect of public training programs outcomes, on the actual acquisition of technical and personal skills of the trainee. The results were unsatisfactory, as the results showed the dissatisfaction of the trainees with the reality of the general training industry in Lebanon, whether in terms of the quality of the training programs, the standards of the trainers or the standards of the training providers. The study also identified some of the reasons that made the training sector lack professionalism and quality, specifically: the absence of official Lebanese authorities controls on this sector and the lack of regulations, the absence of standards in the selection of trainers to provide training programs and the lack of quality in the instructional design preparation with clear outputs determination, in addition to the nature of the training centers that have made their profitability as priority and most essential factor. Among the recommendations mentioned by the researchers: The Lebanese official authorities should regulate the training sector and consider all training activities under educational sector and set clear laws and standards to determine how to manage any training activity in order to ensure the desired outcomes and quality, each training provider must adopt specific standards in how to manage training activities (training programs preparation, trainers selection, return on training investment). Before attending any training program, the trainee should check the criteria that allow him to get the desired return on training investment. The researchers also set several criteria for the main variables of the study: training pro- .grams, trainers, training providers and return on training investment

When the economy is in such bad shape, any of us who has a job is fortunate. Human resource managers and practitioners are concerned with whether employees are contributing to the organization’s Strategy, goals, and priorities or not, as well as how to proceed with the recruiting and selection process, employee engagement, and training and development programs, as a consequence of the pandemic of Covid-19. Organizations all over the world are in a difficult situation; for the first time in history, the value of a barrel of oil dropped to less than zero on April 20, 2020; the only explanation for this is the ongoing global lockdown. The actual workplace has been transformed into a virtual workplace, and HR managers are now pondering how to effectively involve workers. The aim of this paper was to clarify how employee engagement affects organizational efficiency within Covid-19 pandemic and shed the light on all the factors and provide a set of managerial implications to the professionals.