Learner’s Submission: The Civil Service Reform as HR Capacity Development Mechanism In Ethiopia

“Growth and Transformation Plan (GTP) (2010/11-2014/15) that Ethiopiais currently pursuing puts great emphasis on CapacityBuildingand Deepening Governance as key to the achievement of the plan. It mentions the country’s economic growth and social development to have been hampered because of weak organizational capacity. To alleviate the problems encountered by weak human capital, institutions, and organizations it has been recommended in this document that implementation of the Civil Service Reform Program and Good Governance packages to be strengthened.

Accordingly great emphasis has been given to strengthening the Civil Service Reform which began in 1994 and launched in 1996.

When viewed from HRCD approach CSRP inEthiopiais Holistic in its nature, and encompasses various dimensions of capacity development as opposed to the traditional approach which focuses only on individuals. One can say that its comprehensiveness in addressing various development and service delivery problems has impacted the already weakened public service delivery in a positive way.

Each element that indicates Holistic Approach nature of CSRP could be described as shown below.

Training- as it is known training is the means through which capabilities of employees as well of the managers is enhanced. Training also plays vital role in bringing about behavioral and attitudinal change, help to achieve superior performance and finally impact efficient, effective and quality service/product delivery to the customers. CSRP in the Ethiopian context, after its inception in 1996 has achieved significant outcome in conducting consecutive training programs, to  the public sector employees.  Various seminars and in house training programs had been conducted to create awareness among political leadership, public managers and civil servants at different levels of government tiers, namely the Federal, Regional and Local.  Some of the main areas where skills and knowledge development focused are SPM, HRM, Public Financial Management, and the like.

Institutional Systems- Particularly after the introduction of Business Process Re-Engineering to the public sector in 2003, studies show that public service delivery inEthiopia has improved in terms of quality  quantity and customer service. This could be ascribed to the fact that organizational re-inventing and process re-engineering took place in more than 82% of public sector organizations. In addition many of them have improved outdated legislations and their working manuals. Tasks of organizational restructuring and improving systems and procedures are also some of the efforts undertaken.

Logistics/Technology- Following the organizational re-structuring and process/systems improvement it had been realized by may public managers that the reform objectives could not be achieved without making use of information technology and build capacity in this area. As a result ICT departments have been established in many organizations. People were trained with the know how of using basic computer applications. Connections based on WAN and LAN had been expanded between many organization found at different levels of government,  the Federal, Regional and Local offices.

Incentives- The incentive system has not been institutionalized in line with the implementation of BPR, since it is more related to performance measurement which is usually related to organizational performance management system. The recent application of Balanced Score Card system in the public sector organizations has stressed the need for introducing incentive system in the public organizations.

Behavior and Attitude-  The legacy of the past regime, such  as unaccountability of the bureaucracy to the citizens, self serving and rent seeking behaviors, and the like had been identified as major obstacles for the public sector organizations to deliver services effectively and efficiently. So to overcome those maladies of the system various trainings had been conducted to different functionaries and managers all over the country.

Once I have tried to analyze the objectives of  CSRP in Ethiopia and its contribution  towards HRCD in  I want to conclude my analysis by suggesting following actions to be taken by top leadership  so that to ensure the implementation of GTP and eventually  Eradication of the Poverty.

  • GTP is large scale transformation program when it is compared to all development programs that the country has experienced so far, such as SAP, PASDEP and others. So it is advisable that the top leadership pursue HRCD strategies that is innovative, which is based on technological application, and makes intensive use of knowledge available.
  • Addressing  Governance issue is also  crucial  for this development plan  since it brings together multiple actors from different sectors, such as public sector institutions, private sector and the civil society organizations  in making important decisions.” – Shibeshi Kassa – Addis Ababa, Ethiopia


1.        Growth and Transformation Plan (GTP) document (2010/11-2014/15)  volume I nov.2010 Mofed.
2.        Project Management Consultancy for Civil Service Reform:Ethiopia


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