The Role of HR in future of Myanmar

1. The Role of HR in future of Myanmar Prof.Dr.AungTunThet

2. “You can’t cross the sea, • by standing and staring at the water.”

3. New MYANMAR • Democratically anchored • Economically vibrant • Socially inclusive • Environmentally sustainable

4. ‘Myanmar Spring’ • Extraordinary, Unprecedented and Unimaginable! • Rapid speed of recent changes • Peaceful revolution • Top-down

5. ‘Myanmar Spring’ • Brink of a momentous economic flowering • Most important period of political transition • Reconciliation and addressing long-neglected needs

6. Today's Realities • Very interesting and exciting • Volatile and Chaotic

7. Binding Constraint CAPACITY

8. Role of HR CAPACITY DEVELOPMENT

9. Capacity • Abilityof people, organizations and society • Manageaffairs successfully. …

10. Capacity • Abilityof individuals, institutions, and societies • Perform functions • Solve problems • Set and achieve objectives • Sustainable manner …

11. Capacity DEVELOPMENT (CD) • Process whereby people, organizations and society • Unleash, strengthen, create, adapt and maintaincapacity

12. CD • National commitment to fighting poverty • Negotiate, manage, oversee and effectively utilize resources for human development

13. CD • ‘Endogenous’ - domestically driven process • Indispensable for development effectiveness

14. COUNTRY’s CAPACITY • Enabling environment • Organisations • Individual

15. CD • More rigorous approach –more evidence-based • Mutual accountability • Knowledge services and learning, incentive systems • Institutional reform • Change management • Leadership development

16. CD • Strengthened national or local capacities • Optimize existing capacities

17. Why do we need CD?

18. Paris Declaration on Aid Effectiveness • Signed by more than 100 multilateral and bilateral donors and developing countries • Capacityto plan, manage, implement, and account for results • Critical for achieving objectives

19. Paris Declaration on Aid Effectiveness • Developing countries make capacity development a key goal of national development strategies

20. CAPACITY • Cannot be imported • Developed from within • Donors acting as catalysts, facilitators, and brokers of knowledge and technique.

21. CD • Heartof the Reform Agenda • Driver of aid effectiveness • Prescriptive policy • Incorporating into existing and new projects

22. CD • Persistently fallen short of expectations • Why?

23. WHY? • Lack of consensus • Operational definition • Results expected

24. WHY? • Definitions very broad. • Lack of clarity • Difficult to evaluate outcomes and to understand impact

25. CD EFFORTS

26. CD Efforts • Not grounded in theory • No consistent conceptual frameworks

27. CD Efforts • Vague • Processes of change not understood • Importance of strategy overlooked

28. CD Efforts • Fragmented • Not founded on rigorous needs assessments • Do not include appropriate sequencing of measures

29. CD Efforts • Comprehensive and sustained approach • Builds permanent capacity • Tools to track, monitor, and evaluate

30. CAPACITY DEVELOPMENT FRAMEWORK (CDF)

31. “Faith is the bird that feels the light and sings • when the dawn is still dark.”

32. CDF • Priority strategies, initiatives and tools • Address national and local capacity needs • MDG-framed poverty reduction strategies

33. CDF • Capacity assessments • Capacity development indicators

34. CDF • Results-oriented approach • Learning

35. CDF • Powerful new approach • Design, • Implementation, • Monitoring • Management • Evaluation

36. CDF • Step-by-step guide to the planning, implementation, and evaluation • Build capacity for development at a national or sub-national level

37. CDF • Various strands • Change theory • Capacity economics • Pedagogical science • Project management • Monitoring and evaluation

38. CDF • Rigorous, practical instrument • Focus on capacity factors that impede the achievement of development goals • Learning interventions supporting locally driven change

39. CDF • Addresses long-standing criticisms of capacity development work • Lack of clear definitions • Coherent conceptual frameworks • Effective monitoring of results

40. CDF • Clarify objectives • Assess prevailing capacity factors • Identify appropriate agents of change and change processes • Guide the design of effective learning activities

41. CDF • Results chain • Stakeholders think through and trace relationships • Broad range of situations and approaches to change management

42. CDF • Key actors in the change process identified • Offered knowledge and tools • Experimentation and learning that promote harmonization

43. CDF • Promotes a common and systematic approach to the identification, design, and monitoring and evaluation of learning • Raising the effectiveness of resources devoted

44. CDF • Building capacity • Driving change • Achieving development goals • Iterative process

45. CDF STEPS • Validategoals • Assess relevant capacity factors • Decide changes in capacity factors facilitated by learning • Specifyobjective(s) of the learning program • Identifyagents of change and envision the change process

46. CDF STEPS • Setintended learning outcomes and indicators • Designactivities • Monitorlearning outcomes and adjust as necessary • Monitor targeted capacity factors and progress toward goals; adjust program as necessary • Assess achievement of learning outcomes and targeted changes

47. KEY FEATURES • Transformationallearning interventions • Locally owned changes in sociopolitical, policy-related, and organizational factors • Individuals and groups of individuals agents of change

48. KEY FEATURES • Instruments • Transformational role • Embedded learning interventions • Targeted individuals or groups

49. Capacity development as a part of the development process GOAL CAPACITY Local ownership, effectiveness and efficiency of resource use Change LEARNING

50. LEARNING • Lead to changes • Efficiency of policy and other formal incentive instruments • Improving clarity • Legitimacy • Resistance to corruption