“Currently, Ethiopia has drafted and started a 5 years growth and transformational plan, which may transform the country from the present to the middle level income countries. The country’s long term vision, achievements of PASDEP and lessons drawn from its implementation are the bases for conceiving the next five year Growth and Transformation Plan (BoFED, 2010). The plan has also been prepared considering growth constraining factors that emerged in the course of implementation and external shocks.
In this regard, various HR capacity development activities have been undertaking in Ethiopia for the last few years. However, it is difficult to see how much the capacity development efforts are aligned and meet its intended objective. There have been various challenges and opportunities for the capacity development efforts in Ethiopia.
Therefore, we can see the opportunities and challenges as follow:
First, as we have seen already, different programs and projects are implemented to support the capacity development efforts of Ethiopia. As a result, there have been a lot of opportunities regarding the financial resources. Secondly, there has been also indicated the recent support from Diaspora for the efforts of the capacity building. Moreover, there is an opportunity of leadership commitment for capacity building.
In contrast, there are challenges that hinder the capacity building efforts of Ethiopia: there is lack of effective resource allocation knowledge, lack of continues monitoring and evaluation system, lack of an alignment between the efforts of capacity development with the outcome or the end result of the effort and lack of clear HRCD policy and strategy that align with the development plan of the country.
What needs to be done by top leadership of Ethiopia to align HRCD with the development vision?
In the large literature on cross-country economic performance, economists have given little attention to the role of national leadership (Jones and Olaken, 2004). While the idea of leadership as a causative force is as old if not older than many other ideas, it is deterministic country characteristics and relatively persistent policy variables that have been the focus of most econometric work.
Leadership is at the dynamic intersection of Governance and Capacity Building. The 2005 Report of the World Bank Task Force on Capacity Development in Africa Building Effective States, Forging Engaged Societies, states that “Political leadership is the primary driver of capacity development. This follows directly from the fact that governance matters for capacity development.” As the diagram shows below, leadership can enhance governance and capacity
building, and in turn, good governance and capacity building can also facilitate the emergence of better leaders.
The Main Roles of Top leadership in HRCD
As we have already mentioned, the role of top leadership to align HRCD with the development vision of the country is very critical and important. Therefore, the top leadership of Ethiopia needs to consider and done the following points to align the HRCD with the development vision of Ethiopia:
– They should have to establish realistic National HRCD strategy, Policy and Legal framework that is harmonized with the growth and transformation plan of the country and also cascaded it up to the lower level.
– Should establish a strong linkage between the political leadership system of the country and capacity development approaches of the country.
– The top leadership should create and sustain positive, emotional and motivational environment that can encourage the human resource of the country to move in to action.
– Establish a strong relationship between the efforts exerted for human resource capacity development and its output/ outcome.
– The top leadership should have to initiate change, show the change direction and should run the change.
In the course of rapid economic globalization and rapidly changing world, HR Capacity Development has become a vital need for countries development. It is through the medium of Human resource capacity that the other resources are changed in to motion. Whereas technological infrastructure has traditionally been regarded as the most critical resource, leaders and experts worldwide increasingly recognize human resource capacity development as potentially
the most crucial constraint in the effective deployment of the country.
Therefore, this document explored the points that should be done by top leadership in aligning HRCD with the development vision of the country. Therefore, in conclusion, it is imperative that the political top leadership is critical and important f or the capacity development of Ethiopia. Leadership is the central point that links the execution of
HRCD of the country with its development plan.
In respect of the implications for the role of top leadership in aligning HRCD with the development vision of Ethiopia, it might be useful to focus on the following issues:
– National HRCD policy and strategy should be established and cascaded to the lower (regional) level.
– Alignment between the lower level (regional) HRCD effort and the national level HRCD effort should be established. As the same time all HRCD efforts should be geared towards the National development vision of Ethiopia.
– National monitoring and evaluation system of HRCD should be established.
– The problem of the ‘brain drain’ has affected Ethiopia more severely and this is an indication of losing the research and innovative capacity needed to participate in the development and exploitation of global knowledge –knowledge required for the development of the country. Ethiopia at this moment in time is in dire need of massive capacity building projects and has planned to achieve the medium term Growth and Transformation Plan by 2115. If the assets of the Ethiopian Diaspora are purposefully tapped, there is no doubt that they could enable Ethiopia to accomplish its growth and transformation goals.
– Provide the supporting infrastructure for human resource capacity building
Jones B. F. and Olken B.A.(2004), Do Leaders Matter? National Leadership and Growth since World War II. Annual journal. Northwestern University and Harvard University March 2004
Ministry of Finance and Economic Development (MoFED)(2010), The Federal Democratic Republic of Ethiopia: Growth and Transformation Plan (GTP) 2010/11-2014/15, September 2010 ,Addis Ababa.
World Bank (2005), Building Forging Engaged Societies: Report of the World Bank Task Force on Capacity Development in Africa Building, Septemeber 2005″ – Hiwotie Walelign Alemu – Bahir Dar, Ethiopia