the role of hr in future of myanmar prof.dr.aung tun thet
TRANSCRIPT
THE R
OLE O
F HR IN
FUTU
RE OF
MYANMAR
PROF.
DR.A
UNG
TUN
TH
ET
• “You can’t cross the sea,• by standing and staring at the
water.”
NEW MYANMAR
• Democratically anchored• Economically vibrant• Socially inclusive• Environmentally sustainable
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‘MYANMAR SPRING’
• Extraordinary, Unprecedented and Unimaginable!
• Rapid speed of recent changes• Peaceful revolution• Top-down
‘MYANMAR SPRING’
• Brink of a momentous economic flowering
• Most important period of political transition
• Reconciliation and addressing long-neglected needs
TODAY'S REALITIES
• Very interesting and exciting • Volatile and Chaotic
BINDIN
G
CONSTRAINT
CAPACITY
ROLE O
F HR
CAPACITY
DEVELO
PMEN
T
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CAPACITY
• Ability of people, organizations and society
• Manage affairs successfully. …
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CAPACITY• Ability of individuals, institutions,
and societies• Perform functions• Solve problems• Set and achieve objectives• Sustainable manner …
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CAPACITY DEVELOPMENT (CD)
• Process whereby people, organizations and society
• Unleash, strengthen, create, adapt and maintain capacity
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CD
• National commitment to fighting poverty
• Negotiate, manage, oversee and effectively utilize resources for human development
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CD• ‘Endogenous’ - domestically
driven process• Indispensable for development
effectiveness
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COUNTRY’S CAPACITY• Enabling environment• Organisations • Individual
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CD• More rigorous approach –more evidence-
based• Mutual accountability • Knowledge services and learning, incentive
systems• Institutional reform • Change management• Leadership development
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CD
1. Strengthened national or local capacities
2. Optimize existing capacities
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WHY
DO WE N
EED
CD?
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PARIS DECLARATION ON AID EFFECTIVENESS• Signed by more than 100 multilateral
and bilateral donors and developing countries
• Capacity to plan, manage, implement, and account for results
• Critical for achieving objectives
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PARIS DECLARATION ON AID EFFECTIVENESS• Developing countries make
capacity development a key goal of national development strategies
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CAPACITY
• Cannot be imported • Developed from within• Donors acting as catalysts,
facilitators, and brokers of knowledge and technique.
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CD• Heart of the Reform Agenda• Driver of aid effectiveness• Prescriptive policy• Incorporating into existing and
new projects
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CD
• Persistently fallen short of expectations
• Why?
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WHY?
• Lack of consensus • Operational definition • Results expected
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WHY?
• Definitions very broad.• Lack of clarity • Difficult to evaluate outcomes
and to understand impact
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CD EFF
ORTS
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CD EFFORTS
• Not grounded in theory • No consistent conceptual
frameworks
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CD EFFORTS
• Vague • Processes of change not
understood• Importance of strategy overlooked
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CD EFFORTS
• Fragmented• Not founded on rigorous needs
assessments• Do not include appropriate
sequencing of measures
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CD EFFORTS
• Comprehensive and sustained approach
• Builds permanent capacity • Tools to track, monitor, and
evaluate
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CAPACIT
Y
DEVEL
OPMEN
T
FRAM
EWORK
(CDF)
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• “Faith is the bird that feels the light and sings
• when the dawn is still dark.”
CDF• Priority strategies, initiatives and
tools • Address national and local
capacity needs• MDG-framed poverty reduction
strategies
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CDF• Capacity assessments• Capacity development indicators
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CDF
• Results-oriented approach• Learning
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CDF
• Powerful new approach • Design, • Implementation,• Monitoring• Management• Evaluation
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CDF
• Step-by-step guide to the planning, implementation, and evaluation
• Build capacity for development at a national or sub-national level
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CDF• Various strands 1. Change theory2. Capacity economics3. Pedagogical science4. Project management5. Monitoring and evaluation
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CDF• Rigorous, practical instrument• Focus on capacity factors that
impede the achievement of development goals
• Learning interventions supporting locally driven change
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CDF• Addresses long-standing criticisms
of capacity development work• Lack of clear definitions• Coherent conceptual frameworks• Effective monitoring of results
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CDF• Clarify objectives• Assess prevailing capacity factors• Identify appropriate agents of
change and change processes• Guide the design of effective
learning activities
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CDF• Results chain• Stakeholders think through and
trace relationships• Broad range of situations and
approaches to change management
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CDF• Key actors in the change process
identified • Offered knowledge and tools• Experimentation and learning
that promote harmonization
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CDF• Promotes a common and
systematic approach to the identification, design, and monitoring and evaluation of learning
• Raising the effectiveness of resources devoted
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CDF1. Building capacity2. Driving change3. Achieving development goals• Iterative process
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CDF STEPS
1. Validate goals
2. Assess relevant capacity factors
3. Decide changes in capacity factors facilitated by learning
4. Specify objective(s) of the learning program
5. Identify agents of change and envision the change process
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CDF STEPS
6. Set intended learning outcomes and indicators
7. Design activities
8. Monitor learning outcomes and adjust as necessary
9. Monitor targeted capacity factors and progress toward goals; adjust program as necessary
10.Assess achievement of learning outcomes and targeted changes
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KEY FEATURES
• Transformational learning interventions
• Locally owned changes in sociopolitical, policy-related, and organizational factors
• Individuals and groups of individuals agents of change
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KEY FEATURES
• Instruments• Transformational role• Embedded learning interventions• Targeted individuals or groups
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CAPACITY DEVELOPMENT AS A PART OF THE DEVELOPMENT PROCESS
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Local ownership, effectiveness and efficiency of resource use
LEARNING
Change
CAPACITY
GOAL
LEARNING• Lead to changes• Efficiency of policy and other
formal incentive instruments• Improving clarity• Legitimacy• Resistance to corruption
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• “Reach high, • for stars lie hidden in you. • Dream deep, • for every dream precedes the goal.”