Two candidates can hold the same title and bring very different levels of responsibility.
One Programme Director may have coordinated reporting across several projects. Another may have owned budgets, supplier performance, executive decisions and delivery recovery. That distinction matters when recruiting for technology and transformation roles in Saudi Arabia.
The World Economic Forum’s 2025 employer survey found that more than 70% of participating employers in Saudi Arabia expected technological literacy to grow in importance. Networks, cybersecurity, AI and big data were also identified as rising skills. These are employer expectations for the period to 2030, rather than a count of current vacancies.
Assess capability in the context of the work
Ask candidates to describe the scale of a programme, the decisions they personally owned and the outcomes they can substantiate. Explore how they handled competing stakeholders, difficult suppliers and changes in scope.
Define why Saudi experience matters
Where Saudi market experience matters, define why. Is the role dependent on:
- Local client relationships?
- Sector knowledge?
- Arabic communication?
- Previous delivery in a comparable environment?
Turn that requirement into questions you can assess. Also distinguish between building a capability, implementing a platform and running an established service. Each may require a different leader.
A strong shortlist should explain what each candidate can deliver, the evidence supporting that view and the gaps that still need testing.
Ameera Talent SolutionsSources: World Economic Forum, Future of Jobs Report 2025: region, economy and industry insights.
