When we think about customs administration, human resources management (HRM) might not be the first thing that comes to mind. Yet the efficiency of any national institution—especially one as critical as customs—depends fundamentally on how it manages its workforce. The Barbados Customs and Excise Department (BCED) recently demonstrated this truth through an ambitious HR modernization initiative that holds valuable lessons for organizations worldwide.
The Challenge: Outdated Systems in a Modern Economy
As the economic gatekeeper of this Caribbean island nation, BCED handles vital trade operations and revenue collection. However, its HR systems had failed to keep pace with operational demands. The department faced three critical challenges:
- Operational inefficiency: Antiquated HR processes slowed customs clearance and revenue collection.
- Revenue leakage: Workforce issues compromised tax administration accuracy.
- Stakeholder dissatisfaction: Poor coordination strained relationships with businesses and citizens.
This situation resembled "fitting a sports car with an outdated engine"—the potential for high performance existed, but systemic limitations prevented realization.
The Solution: Competency-Based HR Transformation
BCED launched its Executive and Professional Competency-Based HRM Project (EPCB-HRMP) with support from two international organizations:
- World Customs Organization (WCO)
- International Monetary Fund (IMF)
In September 2020, experts from these institutions conducted a virtual mission to help BCED develop modern HR frameworks. The collaboration was particularly innovative because BCED—unlike most customs administrations—lacks its own HR department, relying entirely on Barbados's Public Service Ministry for HR functions.
Key Outcomes of the Reform Initiative
The joint mission achieved several critical milestones:
- Development of a comprehensive competency framework
- Creation of detailed job profiles aligned with operational needs
- Plans for establishing internal HRM capacity
Competency modeling proved particularly valuable—this approach defines the specific knowledge, skills, and behaviors required for each role, enabling more strategic workforce management.
Implementation and Future Steps
BCED's Comptroller committed to establishing two oversight bodies:
- An HRM Steering Committee
- An HRM Working Group
These groups will finalize competency-based tools and develop measurable implementation plans. WCO continues providing remote support to ensure continuity.
Broader Implications
Barbados's experience offers universal lessons about public sector modernization:
- HR systems must evolve alongside operational technology
- Competency frameworks create objective standards for workforce decisions
- Even small nations can achieve sophisticated governance reforms
- International collaboration accelerates institutional development
As BCED's transformation continues, its progress will be worth monitoring—not just for customs professionals, but for anyone interested in how governments can work smarter in the 21st century.