annual conference on human capital …c.ymcdn.com/.../book_of_abstracts_hrd_africa.pdf · iftdo...
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“Employability and Skills Development: building systems at national and enterprise levels”
THEME
“EMPLOYABILITY AND SKILLS DEVELOPMENT: building systems at national and enterprise levels”
1ST ANNUAL CONFERENCE ON HUMAN CAPITAL
DEVELOPMENT IN AFRICA
[HRD Africa-2017]
30th & 31st August 2017
United Nations Conference Center
Addis Ababa, ETHIOPIA
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“Employability and Skills Development: building systems at national and enterprise levels”
STRATEGIC PARTNERS
PARTNERS
OTHER FINANCIAL SUPPORTERS
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“Employability and Skills Development: building systems at national and enterprise levels”
ABOUT THE CONFERENCE
There are enough evidences indicating
that Africa is running short of skilled
human capital in order to feed its growing
appetite for rapid economic development.
Regional enterprises, global companies
operating in Africa and those who have
enormous interest to expand their
businesses to the continent are continuing
to express their concerns over limitations
of the required expertise.
Human capital development is a
deliberate and systematic effort for
meeting needs of a specific company,
industry, or country. Fortunately,
alternative human capital development
approaches are not new exercises at all.
There are adequate practices and
successful experiences elsewhere to learn
from. Events such as the one proposed
here are available in quite large numbers
in the rest of the world and have been
periodically organized for so many years
in the past.
Such events obviously provide platforms
for practitioners, researchers, and policy
makers to come together and discuss
issues that matter, share experiences,
draw lessons, share new findings and
trends, shape policies and more.
This is what HRD Africa-2017 is all about. It
is intended to provide a convenient annual
platform organized with key partners in
order to bring players together to address
Africa’s human capital issues on
sustainable basis. Further conference
information is available here
http://www.icapitalafrica.net/ahrd-iftdo-
africa-2017-conference.html
In addition to the conference on 30-
31August 2017, a pre-conference training
workshop for writers on human capital
development is also planned for August
29, 2017. This workshop for writers will
provide an opportunity for interested
researchers and practitioners to produce
best HRD papers for publication on the
International Journal of HRD Practice,
Policy & Research (IJHRDPP&R). A special
issue of this journal is dedicated for HRD
Africa-2017.
IJHRDPP&R is a new peer-reviewed
journal which seeks to bring together
international practitioner and academic
expertise to promote and support the
understanding and practice of Human
Resource Development. The journal is
sponsored by a partnership between the
International Federation of Training &
Development Organizations (IFTDO) and
the University Forum for Human Resource
Development (UFHRD).
The over-arching theme of the Conference
– Employability and Skills Development –
is at the heart of HRD and indeed the aims
and objectives of the Journal. Accounts of
practice and policy review in relation to
any of the conference themes will
potentially combine to make for a great
Special Issue. What initiatives are being
pursued in relation to HRD challenges you
face? What sorts of evidence is emerging
as regards impact? What policy and
practice challenges remain? The Africa
context is critical. The prospect of a
Special Issue on HRD anchored in an
African context and with an African
perspective is exciting. This is an
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“Employability and Skills Development: building systems at national and enterprise levels”
underdeveloped and poorly understood
aspect of international HRD. It potentially
offers a contribution to the community of
HRD scholarly practice of considerable
importance. More information about the
international journal is available here
www.ijhrdppr.com.
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“Employability and Skills Development: building systems at national and enterprise levels”
ABOUT THE ORGANIZERS
The i-Capital Africa Institute
The i-Capital Africa
Institute is a private
consulting firm
currently based in
Ethiopia and
established to deliver
Intellectual Capital (IC) related solutions
for small to large scale enterprises in
Africa in the form of Knowledge Sharing
Platforms, Human Capital Development
Packages, Innovation & Technology
Transfer, and Sourcing Solutions.
The solutions i-Capital provides are
geared towards enhancing enterprises
ability to prepare for the fast changing
business world and become successful.
The foundation of the Institute is our
understanding of the significant gaps that
are limiting innovativeness and
competitiveness of African enterprises
both at regional and global levels. The i-
Capital is a member of International
Federation of Training and Development
Organizations (IFTDO) www.iftdo.net as
well as intelligence for innovation (iN4iN)
network www.in4in.net.
Addis Ababa University
College of Business & Economics
Department of Management
Addis Ababa University
(AAU), which was
established in 1950 as the
University College of
Addis Ababa (UCAA), is
the oldest and the largest higher learning
and research institution in Ethiopia. Since
its inception, the University has been the
leading center in teaching-learning,
research and community services.
Beginning with enrollment capacity of 33
students in 1950, AAU now has 48,673
students (33,940 undergraduate, 13,000
Master’s and 1733 PhD students) and 6043
staff (2,408 academics and 3,635 support
staff). In its 14 campuses, the University
runs 70 undergraduate and 293 graduate
programs (72 PhD and 221 Masters), and
various specializations in Health Sciences.
Over 222,000 students have graduated
from AAU since its establishment. In
recent years, the University has been
undertaking various reform schemes in
order to cope with and respond to the fast-
changing national and international
educational dynamics. At present the
University has 10 colleges, 4 institutes that
run both teaching and research, and 6
research institutes that predominantly
conduct research. Within these academic
units, there are 55 departments, 12
centers, 12 schools, and 2 teaching
hospitals.
Jimma University
Historically, Jimma
University has focused on
teaching as the primary
area for investment and
development. However, as
academic programs are
becoming increasingly strengthened
through various efforts, the university
seeks to expand on its overall contribution
to the local society and the nation.
Entrepreneurship is emphasized as a way
for the university to become a self
sustaining entity as well as to assist in the
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“Employability and Skills Development: building systems at national and enterprise levels”
development of the local city. The
university also places a higher emphasis
on its leading role as a research
university, and as such investment into
research activities and the facilities that
can accommodate advanced research
activity is emphasized in the planning of
the university. Faculty members are given
the resources necessary to contribute to
the world through various research
projects as well. Even students are
involved in research efforts, and as part of
the Community Based Education program
student groups are tasked with conducting
research.
Jimma University is evolving not only to
meet the educational demands of the
country of Ethiopia, but increasingly to
forge a novel identity in African higher
education. Through deliberate evolution
of this nature, Jimma University is on the
verge of being one of the most innovative,
forward thinking, and impactful
institutions of higher education on the
African continent. Through this evolution
the national leadership of Jimma
University, which began with its founding
in the late 1980’s, will continue into the
next century and higher education in
Ethiopia will gain tremendously.
Academy of Human Resource
Development
The Academy of Human
Resource Development
http://www.ahrd.org
was founded in U.S.A. in
1993 to to encourage the systematic study
of Human Resource Development (HRD)
theories, processes, and practices; to
disseminate information about HRD; to
encourage the application of HRD
research findings; and to provide
opportunities for social interaction among
individuals with scholarly and professional
interests in HRD from multiple disciplines
and from across the globe. This remains
the mission today. The organization’s
vision is "Leading Human Resource
Development through Research.”
International Federation of Training
and Development Organizations
The International Federation
of Training and
Development Organizations
(IFTDO)
http://www.iftdo.net was
founded in Geneva, Switzerland in 1972 to
develop and maintain a worldwide
network committed to improving human
performance in the workplace,
organizational productivity, and
sustainable development.
IFTDO is the most multinational,
multicultural Training and Development
organization in the world with a truly
diverse Board of Directors leading the
organization.
IFTDO members form a highly diverse
network of human resource management
and development organizations globally,
linking HR professionals in HR societies,
corporations, universities, consultancies,
government organizations and
enterprises. Through its member
organizations, IFTDO currently represents
more than 500,000 professionals in
over 30 countries.
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“Employability and Skills Development: building systems at national and enterprise levels”
PROGRAM AT A GLANCE
August 28-29, 2017:
Skill Seminar on STRUCTURED ON-THE-JOB TRAINING [S-OJT] for developing
internal expertise.
August 29th, 2017:
WRITING FOR PUBLICATION WORKSHOP: Special Conference Issue Journal
August 30-31, 2017:
Time Events
7:30-8:25AM Registration and Networking
8:26-9:40AM Opening Session
10:31AM-12:30PM Session ONE Presentations & Discussion
2:00-3:30PM Session TWO Presentations & Discussion
3:51-5:20PM Session THREE Presentations & Discussion
8:31-10:00AM Session FOUR Presentations & Discussion
10:31-12:00NOON Session FIVE Presentations & Discussion
1:31-3:00PM Session SIX Presentations & Discussion
3:31-5:00PM Policy Panel
5:01-5:30PM CLOSING
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“Employability and Skills Development: building systems at national and enterprise levels”
PROGRAM DETAILS 30th August 2017, Wednesday - OPENING SESSION
TIME ITINERARY PERFORMED BY
7:30-8:25am Registration and Networking COORDINATION COMMITTEE
8:26-8:30am Program Announcement TIGIST TESFAYE
Master of Ceremony (MC)
8:31-8:40am
Welcoming Speech
DR. GEMECHU WAKTOLA
CEO, The i-Capital Africa Institute & Assistant Professor, AAU Chairperson of the Conference Coordination Committee
ETHIOPIA
8:41-8:50am Introductory Remark PROFESSOR ADMASSU TSEGAYE
President, Addis Ababa University ETHIOPIA
8:51-9:00am Introductory Remark PROFESSOR FIKRE LEMESSA
President, Jimma University ETHIOPIA
9:01-9:10am Keynote Address PROFESSOR RONALD L. JACOBS
University of Illinois, USA Representative of Academy of Human Resource Development
USA
9:11-9:20am Keynote Address MR. TAYO ROTIMI
CEO & Founder, MacTay Group
Representative of International Federation of Training & Development
Organizations (IFTDO) NIGERIA
9:21-9:30am Keynote Address Guest of Honor
9:31-9:40am Opening Remark Guest of Honor
9:41-10:30am REFRESHMENT & NETWORKING
Closing Remark on August 31st, 2017
[5:20-5:30PM] Guest of Honor
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“Employability and Skills Development: building systems at national and enterprise levels”
30th August 2017, Wednesday DAY ONE –PRESENTATION SESSIONS
ITINERARY
10:31-11:00AM “A Point of View on Developing and Managing a Young Workforce for High Impact Results in
Africa”
MAKHOSAZANA (KHOSI) MATSHITSE
Executive, Group Human Capital, AECI Limited SOUTH AFRICA
11:01-11:30AM “Establishing National Education Strategies for Youth Employability and Skills Development
in Sub-Saharan Africa: Benefits and Challenges”
DR. PASCHAL ANOSIKE
Director, Centre for African Entrepreneurship and Leadership (CAEL)
University of Wolverhampton UNITED KINGDOM
11:31PM-12:30PM - DISCUSSION
12:31 – 2:00PM Lunch and Networking
2:01-2:25PM
“Africa’s Manufacturing Sector Employment and Export Prospects” KEBOUR GENNA
Executive Director, Pan African Chamber of Commerce and Industry ETHIOPIA
2:26-2:50PM
“Connecting the Dots and Building Leaders: driving collaboration between academia and
business”
TINA MUPARADZI
Project Lead, Safaricom University, Safaricom Limited KENYA
2:51- 3:30PM - DISCUSSION
3:31 – 3:50PM Refreshment and Networking
3:51-4:15PM “Knowledge Work and Implications for Developing Countries”
DR. RONALD L. JACOBS
Professor, University of Illinois and Principal, RL Jacobs & Associates
USA
4:16-4:40PM “Africa’s Talent Management Imperative”
TOLULOPE IFEOLUWA OMODARA
Partner, Armourgate Communications Consult, NIGERIA
4:41- 5:20PM - DISCUSSION
5:21 – 5:30PM Announcement & End of Day ONE
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“Employability and Skills Development: building systems at national and enterprise levels”
31st August 2017, Thursday
DAY TWO – PRESENTATION SESSIONS AND POLICY PANEL
ITINERARY
8:00-8:30AM - REGISTRATION
8:31-8:55AM “The Total Africa Young Graduate Program”
EDITH (DEEDEE) ATSUMI-SARNO
Finance Manager and Acting Managing Director, Total Ethiopia S.C. ETHIOPIA
8:56-9:20AM “Reducing the Rate of Youth Unemployment in Lagos State, Nigeria Through A
Graduate Internship Program” TAYO ROTIMI
Chairman, MacTay Consulting
NIGERIA
9:21-10:00AM - DISCUSSION
10:01 – 10:30AM Refreshment and Networking
10:31-10:55AM
“Improving Training Effectiveness: The Essential Role of Senior Management”
DR. DARLENE F. RUSS-EFT
Professor & Discipline Liaison, Oregon State University USA
10:56-11:20AM
“HRD at ET (Ethiopian Airlines)”
SOLOMON DEBEBE
Managing Director, Ethiopian Aviation Academy ETHIOPIA
11:21- 12:00 NOON - DISCUSSION
12:01 – 1:30PM Lunch and Networking
1:31-1:55PM “Answering The Industry’s Human Capital Needs Through Dual Universities”
EVELIEN BLOM
Manager, Higher Education Component Sustainable Training and Education Program (STEP), Deutsche Gesellschaft für
Internationale Zusammenarbeit-GIZ ETHIOPIA
1:56-2:20PM “ Formulation of Ethiopia’s HRD Policy and Strategy: process policy recommendations and Lessons”
DR. ABERA DEMSIS TESSEMA
Associate Consultant, Ethiopian Management Institute-EMI ETHIOPIA
2:21- 3:00PM - DISCUSSION
3:01 – 3:30PM Refreshment and Networking
3:31-5:00PM
POLICY PANEL
5:01-5:30PM CLOSING
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“Employability and Skills Development: building systems at national and enterprise levels”
CHAIRPERSONS & MODERATOR
SESSIONS & POLICY PANEL
SESSIONS NAME & POSITION
Session ONE
Session TWO
Session THREE
Session FOUR
Session FIVE
Session SIX
Policy Panel
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“Employability and Skills Development: building systems at national and enterprise levels”
BRIEF PROFILES OF SPEAKERS
“A Point of View on Developing and Managing a Young Workforce for
High Impact Results in Africa”
Brief Profile
I am currently employed as an Executive: Human Capital at AECI Group. AECI Group is a
speciality chemicals manufacturing, trading and sales organization, which includes 12
operating companies.
I am a member of the Group Executive Committee at AECI. I also chair the AECI Group
Human Capital Exco, as well as the CSI Committee. I am also the accountable executive for
community development initiatives, and I am a Trustee member of the AECI Group
Community Share Trust, Tiso AEL Trust and the Employee Share Trust.
I have been appointed to the University of Johannesburg, Psychology Dept. Advisory Board
for Human Resources; and to the Nelson Mandela Metropolitan University,
InnoVenton/DCTS Advisory Board. I am also a previous board member of the South African
Board for People Practices (SABPP).
The value I add to the organisations I have worked for include the ability to initiate and
effect transformation specifically in the HR departments in order to strategically align
people management practices, HR policies and procedures to labour legislation and the
organisation’s business strategy while enhancing the HR Practitioners and Specialists
competencies. The effect is organization wide transformation which benefits all employees
and enhances the organisation’s effectiveness.
My qualifications and some of the advanced programme candidacy are:
BA (English Literature) Brown University, Providence RI, USA
MA (African Literature and Art of Teaching) Brown University, Providence RI, USA
Diploma in Strategic Human Resources, Wits Business School , Johannesburg, South
Africa
MAKHOSAZANA (KHOSI) MATSHITSE
Executive, Group Human Capital, AECI Limited
SOUTH AFRICA
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“Employability and Skills Development: building systems at national and enterprise levels”
Liberty Life Senior Leadership Development Programme Certificate, Manchester
Business School, UK
Jarskog Consulting, Executive Strategy Programme, Stockholm, Sweden
I have participated in various community development organisations as a volunteer
throughout my teenage years. I continue to play various roles in community development
particularly in the field of education.
I have had a lifelong dream of assisting young people by encouraging them to read and
exposing them to various ways in which greater literacy can be achieved by volunteering
my services as a literacy teacher. A group of volunteers from my residential area “The
Reading Gogos” visit township primary schools weekly to promote literacy in a very hands-
on manner.
Abstract
The foundations of development begin with education. Learning and working with
knowledge informs the actions and decisions of people in their lives. For the majority of
African youth, there is not always the straightforward progression of gaining employment
directly formal education (either basic education or tertiary education) nor the security of
employment in the long term. African youth could look to the advantages available to them
through entrepreneurship. Governments can provide support in this initiative by preparing
young entrepreneurs as part of their education system.
African youth can co-create opportunities by pooling their resources together and
combining their knowledge and skills to empower themselves with the benefits of
entrepreneurship. The successful venture of entrepreneurship may lead to youths becoming
employers and building up their economies. SMMEs should look to meeting the needs of the
communities in which they live in rather that looking for more appealing opportunities that
more metropolitan cities seem to offer.
SMMEs are the product of entrepreneurial enterprises. Capital is required to fund and
initiate these endeavors and this may well prove challenging. Partnering up and creating a
possibilities through Micro-financing creates the chance to collaborate the little that people
have to at leading to an outcome where the entity becomes more valuable that than the
individual worth its segregated components.
NOTE
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“Employability and Skills Development: building systems at national and enterprise levels”
“Establishing National Education Strategies for Youth Employability and
Skills Development in Sub-Saharan Africa: Benefits and Challenges”
Brief Profile
Dr. Paschal Anosike (PhD) is the Director, Centre for African Entrepreneurship and
Leadership (CAEL) at the University of Wolverhampton, United Kingdom and a Visiting
Professor of Entrepreneurship Education at Niger State College of Education, Minna,
Nigeria. He is a Senior Fellow of the Higher Education Academy, United Kingdom and
Member University Industry Innovation Network in the Netherlands. He has advised and
provided consultancy support to higher education institutions, international development
agencies and governments in Africa and Europe with a strategic focus on developing
frameworks and strategies on youth entrepreneurship and employability. Paschal teaches
human resource management and leadership and researches entrepreneurship and
entrepreneurship education in sub-Saharan Africa. He produces policies and impact
evaluation studies in this area. He is published in scientific and practitioner journals
including Journal of Small Business and Enterprise Development, International Journal of
Management Practice, the Routledge Companion to Business in Africa, and Africa Policy
Review. Paschal is an invited Keynote and Speaker at major global initiatives including those
championed by The Commonwealth and UNCTAD.
Abstract
The imbalance between labour market requirements and skills possessed by many
educated but unemployed youths in SSA impedes the economic development of the region.
Unfortunately, many African governments, policy makers and their international partners
appear to be either under-informed or oblivious to the plight of an often-marginalised youth
population, thereby, resulting in a distorted assessment of their priorities. Thus, with a
perspective on preparing the youths for the demands of 21st century workplace, I provide
insights into critical pathways by which investment in national strategies on human capital
development could increase the prospect for the individual to acquire and exhibit
employability skills.
DR. PASCHAL ANOSIKE
Director, Centre for African Entrepreneurship and
Leadership (CAEL)
University of Wolverhampton
UNITED KINGDOM
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“Employability and Skills Development: building systems at national and enterprise levels”
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“Employability and Skills Development: building systems at national and enterprise levels”
“Africa’s Manufacturing Sector Employment and Export Prospects”
Brief Profile
Kebour Ghenna is currently the Executive Director of the Pan African Chamber of
Commerce and Industry (PACCI), a continental organization which represents the interests
of business and trade associations in Africa. Kebour also runs Initiative Africa a non-for-
profit education centre conducting capacity building on livelihoods improvement, basic
education and socio-economic development
Prior to joining PACCI, Kebour was founder and CEO of a local technology company
(INFOTEC), and a managing director of DHV Ethiopia, a Dutch engineering and
environment company. During his 20 plus years business experience, Kebour led as
President the Addis Ababa and Ethiopia Chambers of Commerce, the Ethiopian Business
Coalition Against HIV/AIDS, and served as Vice President of the Ethiopian Red Cross
Society; he served as board member of the Commercial Bank of Ethiopia, the National
Fertilizer Company, and many other institutions. Early in his career Kebour served as a staff
of UNECA (Addis Ababa), and UNDP (New York), and was involved in consulting works for
WBI (Washington DC), IDRC (Ottawa), UNDP and various other national and international
organizations.
Kebour lectured at the Addis Ababa University where he also played a key role in the
establishment of the School of Information Sciences. A post graduate of the State University
of New York at Stony Brook and the New York University he is a regular contributor to
Capital, a weekly newspaper he established in Ethiopia in 1996.
Abstract
African economies poor performance has been associated with low growth of exports in
general and of manufacturing exports in particular. Perhaps the only two successful
countries are Mauritius and South Africa where a substantial growth in manufacturing
exports has been recorded. Mauritius is one of the most successful economies in Africa. In
this presentation we examine the evidence for which aspects of policy are necessary for
enabling African economies to improve their performance. We will briefly look at the
challenges faced by four African countries classified as among the least developed –
Ethiopia, Tanzania, Uganda and Zambia – and also reflect on connections between
KEBOUR GENNA
Executive Director, Pan African Chamber of Commerce
and Industry
ETHIOPIA
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“Employability and Skills Development: building systems at national and enterprise levels”
manufacturing employment and higher income. In the presentation I will argue that while
macro-economic policy is important in creating the pre-conditions for growth it may not be
sufficient. In fact the evidence suggests that the efficiency with which firms operate is more
significant in understanding whether firms can be successful exporters. Policies which
improve productivity at the firm-level may greatly enhance the potential for macro reform to
impact on overall performance in African economies. We will also go over briefly on
productivity growth in services because the share of services in Africa has risen over time
and represent an increasing share of intermediate inputs in manufacturing sectors.
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“Employability and Skills Development: building systems at national and enterprise levels”
“Connecting the Dots and Building Leaders: driving collaboration
between academia and business”
Brief Profile
Tina Muparadzi is an international Human Resources expert and Human Capital
Development professional with over 25 years experience driving transformational results
for leading multinational organisations across Africa, Asia, Middle East and Europe.
She is currently the Project Lead at Safaricom University – leading a team to develop a world
class leadership and functional academies for Safaricom – Kenya’s leading mobile
telecommunications company and world leader in mobile money.
Prior to this she was Director of Human Resources for Airtel Ghana, and Vice President –
Talent Capability and Engagement for Airtel Africa – a subsidiary of Bharti Airtel, the third
biggest mobile telecommunications company in the world.
Her thought leadership, strategic insights and outstanding work has seen her, alongside
organisations she has worked for, winning local and global accolades, including:
Best organisation for Learning and Development Practices in Ghana (2015)
CHRO – Asia – recognized as one of the 100 most influential HR professionals (2014,
2015)
Best Business partner for Anglophone and Francophone countries (Airtel Africa 2012)
Tina is a passionate advocate for cognitive inclusion who believes in empowering all African
youth, not only the exceptional ones, to take charge of their lives and the future of the
African continent.
Tina holds a first degree in Psychology from the University of Zimbabwe, an MSc in
Organizational Psychology from the University of Bristol, UK and an MSc in Coaching and
Consulting for Change from the HEC School of Management, Paris, France.
TINA MUPARADZI
Project Lead, Safaricom University
Safaricom Limited
KENYA
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“Employability and Skills Development: building systems at national and enterprise levels”
Abstract
Collaboration between academia and practitioners in leadership and management sciences
is critical to developing employability and skills development, bridging the gap between
academy and the corporate world and critically the following the leaders that Africa needs
to leapfrog it’s development. As a practitioner, with more than 25 years experience driving
transformational results for leading multinational organizations across Africa, Asia, the
Middle East and Europe, who is currently leading a project to develop a world class
corporate university for one of Africa’s leading telecommunications company, I will share
valuable insights into:
• Why is collaboration so difficult? what are the major motivators impeding
collaboration?
• Basic building blocks towards collaboration – what’s in it for academia and
business?
• Pilot investigation findings – motivations to collaborate – academia and
practitioners.
• Role of national policy in motivating practitioners and academia to collaborate.
• Centres of excellence – examples of what is happening in the world around this
space.
• Where to from here – suggestions about how to close the gap.
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“Employability and Skills Development: building systems at national and enterprise levels”
“Knowledge Work and Implications for Developing Countries”
Brief Profile
Ronald L. Jacobs, Ph.D. http://education.illinois.edu/frp/j/rljacobs is professor of human
resource development, University of Illinois at Urbana-Champaign, and principal of RL
Jacobs & Associates, a global consulting firm. Ron has written over 100 journal articles and
book chapters, and has authored or edited six books that address a range of topics in human
resource and workforce development. Ron is an emeritus professor at The Ohio State
University.
In 1994, Ron received the instructional technology research award from the American
Society for Training and Development. In 1995, the Academy of Human Resource
Development honored Ron for his scholarly contributions to the human resource
development field. From 1998-2001, Ron served as editor of Human Resource Development
Quarterly, the major scholarly research journal of the human resource development field
and is now the only SSCI listed journal in the HRD field. Ron served on the ASTD advisory
board of the Workplace Learning and Performance Certification Institute. Currently, Ron
serves as past president of the Academy of Human Resource Development. In November
2013, Ron was inducted in the International Adult and Continuing Education (IACE) Hall of
Fame for his contributions to workplace learning and performance.
Ron is particularly known for his research and consulting related to structured on-the-job
training (S-OJT). Ron first introduced this training approach to the HRD literature in 1987.
He is the author of Structured On-the-Job Training: Unleashing Employee Expertise in the
Workplace (Berrett-Koehler, 2nd edition), which has become the standard guide to help
organizations and nations implement this training approach.
The book has been translated into Chinese-Complex, Chinese-Simplified, Korean, and
Arabic. Much of Ron’s research on this topic has been on determining the ROI of using S-
OJT. This information has proven critical for making more informed training decisions.
Since 1980, Ron has been responsible for the graduate training of over 300 HRD
professionals. More than 30 of his Ph.D. graduates now teach HRD and HRM-related subjects
in universities globally. Ron has been an invited professor at numerous international
universities, including the University of Utrecht, National Taiwan Normal University, he was
DR. RONALD L. JACOBS
Professor, University of Illinois
Principal, RL Jacobs & Associates
USA
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the Shaw Distinguished Professor of Human Resource Management at Nanyang University,
Singapore, and a distinguished professor at Huazhong University in Wuhan, China.
Ron has extensive consulting experience in global organizations and government agencies,
including General Motors, KLM Airlines, Abbott Laboratories, Kenworth Trucks, Seagate,
Morton Salt, Rohm and Haas, Kuwait National Petroleum Company, Biomet, Honda, and
Huawei among others. Ron designed and helped implement an extensive development
system featuring the use of S-OJT for new-hire engineers for the Kuwait National Petroleum
Company. Ron’s work on S-OJT has influenced national policy makers in Singapore, which
in 1997 implemented the OJT 2000 initiative through its Productivity Standards Board and
Institute for Technical Education. Ron’s work has also influenced the policies of the Ministry
of Employment and Labor, Republic of South Korea and in the Doroob initiative in Saudi
Arabia.
Common across Ron’s consulting projects is developing workplace performance systems
that respond to changing demands on employee competence. Ron purposely integrates his
projects into his scholarship and teaching through partnership research.
Abstract
There is increasing awareness that work is becoming more complex, and this trend is known
as knowledge work. Knowledge work provides greater value to organizations in terms of
human capital because it requires employees to use their thinking abilities more than ever
before. For instance, having employees solve problems and make critical decisions as part
of their jobs instead of just following known routines. How to understand knowledge work
and how to prepare employees to perform this type of work has become a challenge for
many global managers and the challenge seems especially important for organizations in
developing nations. This presentation will discuss recent research on the topic and the
experiences of organizations in addressing this issue. The session will provide specific
recommendations that participants can consider for their own situations and stimulate
further discussion during the conference.
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“Employability and Skills Development: building systems at national and enterprise levels”
“Africa’s Talent Management Imperative”
Brief Profile
Tolu is an Institutional Strengthening and Strategic HR practitioner who has worked for over
a decade across sectors and industries in the pursuit of organizational strengthening for
optimal strategy implementation.
While pursuing this, she has done deep and enduring work across the entire spectrum of
Strategic Human Resource Management in the private, public and development sectors and
at the highest levels.
Tolu has led projects such as the Implementation of Competency-Based Recruitment in MTN
Nigeria in 2008; the Development and Implementation of a HR Reform Plan for Nigeria’s
Federal Civil Service Commission from 2012; the Implementation of a new Performance
Management Process for the Kaduna State Judiciary, Nigeria in 2013; the Creation of a
Leadership Development Program for Nigeria’s Federal Civil Service in 2014; and the
Implementation of Capacity Building Frameworks for the Commercial Bank of Ethiopia and
National Bank of Ethiopia from 2015.
She is also an avid trainer, travel enthusiast and devoted mentor of mentors.
Abstract
The development of nations does not necessarily begin with structures and infrastructure, but with people and their development.
Africa can therefore not operate competitively in the global space until we strategically
redefine our human capital base and the systems required for their optimum development.
We need to prepare African nations for global competitiveness by ensuring that our nations
design and implement data-driven Human Capital Development Policies linked to our economic possibilities and based on evidence of our human capital inventories.
For starters, we must strengthen the synchronization between our Education Policies and
that of our Labor and Economic Development to ensure that we are educating our people
TOLULOPE IFEOLUWA OMODARA
Partner, Armourgate Communications Consult
NIGERIA
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“Employability and Skills Development: building systems at national and enterprise levels”
strategically in view of our economic possibilities and for the purpose of our developmental
aspirations.
Prosperous nations are constituted of people who have been developed to be resourceful and whose capacities have been built to receive, process and apply knowledge in ways that
lead to inventions and eventually help their continents compete at optimum points of the
global economic value chain.
If Strategic HR practitioners accept responsibility to create and implement such developmental capacity building frameworks, the organizations in our continent would
produce stronger global value propositions, thus contributing optimally to our economic prosperity.
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“Employability and Skills Development: building systems at national and enterprise levels”
“The Total Africa Young Graduate Program”
Brief Profile
Deedee is a Global Finance Manager with diverse and international expertise. She has
management experience in oil & gas distribution activities, accounting/financial control and
reporting, trading/energy risk management, strategic planning and integration, global
treasury and cash management, financial systems development and implementation, global
mergers, E&P Finance and alternative energy project financing and management. She has
worked extensively in both the private and public sectors and locally in Europe, Latin
America, the Middle East and Africa.
Deedee holds a Bachelor’s degree in Corporate Finance from Arizona State University, a
Master’s degree in International Commerce and a graduate diploma in International Finance
from Boston University and she has been a Certified Treasury Professional since 2006.
Abstract
TOTAL Africa’s Young Graduate Program is an innovative development program that
attracts the country’s best young talents and provides a wealth of eager and capable
candidates for entry-level positions while enhancing the benefits of TOTAL’s network of
affiliates throughout Africa.
The Program: Degreed candidates with < 2 years of experience compete for a program that
could lead to a 1-year international assignment in a technical, commercial or financial role
across Africa.
EDITH (DEEDEE) ATSUMI-SARNO
Finance Manager and Acting Managing Director,
Total Ethiopia S.C.
ETHIOPIA
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“Employability and Skills Development: building systems at national and enterprise levels”
The Benefits: All successful candidates gain international experience early and TOTAL
affiliates gain talented, trained and motivated young employees within a sustainable
program for the region.
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“Employability and Skills Development: building systems at national and enterprise levels”
"Reducing the Rate of Youth Unemployment in Lagos State, Nigeria
Through the Graduate Internship Program"
Brief Profile
Tayo is the Chairman of MacTay Group, an HR Consulting and Outsourcing company. Tayo
is a recognized consultant in learning and development and performance management
spanning over 30 years. He has done substantial consulting work for some of the Fortune 500
corporations, including developing and implementing learning solutions for a major global
oil and gas corporation in Africa and the Middle East.
Tayo is a past Chair of the Executive Board of the International Federation of Training and
Development Organizations (IFTDO). He is currently the Chair of the IFTDO Developing
Countries Committee and Representative to the United Nations. Tayo was the President and
Chairman of Council of the Nigerian Institute of Training and Development. He was a
member of the Governing Council of the Chartered Institute of Personnel Management of
Nigeria and a current member of the Board of Fellows of the Institute.
Tayo started his career as a Lecturer at the Yaba College of Technology, the premier
College of Technology in Nigeria before starting his consulting practice. He was also on the
Board of a Mortgage Bank. Tayo has a first degree in Business Administration and an MBA.
Tayo is the author of Managing Performance for Results – Using Performance Appraisal
Skills.
Abstract
The high rate of youth unemployment is becoming alarming, especially in developing
countries. In Nigeria, the National Bureau of Statistics claimed the unemployment rate rose
to 14.2 per cent in the fourth quarter of 2016 compared to the 13.9 per cent that was
recorded in the third quarter of the same year. Given the huge population of Nigeria, this
translates to a total of 28.58 million unemployed or under unemployed people in the last
quarter of 2016.
Lagos State bears a significant proportion of the social burden that the huge unemployment
rate poses, compared to the other States in Nigeria. This is because of the State’s huge
TAYO ROTIMI
Chairman, MacTay Consulting
NIGERIA
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population, currently estimated at over 21 million people, coupled with the fact that 60
percent of the population are youths.
The Lagos State government clearly recognizes that the high youth unemployment rate
poses major security and other social threats. In response to the current and potential
threats, the State decided to develop several initiatives through the newly created Ministry
of Wealth Creation and Employment. One of such initiatives is the Graduate Internship
program, currently being implemented in association with MacTay Consulting, an HR
consulting company. The focus of the program is to mentor young university and
polytechnic graduates and prepare them for future job opportunities or to acquire
entrepreneurship skills.
This presentation will focus on the objectives of the initiative, the journey so far, lessons
learnt and the way forward. The presentation would also touch on a few other initiatives that
are focused on wealth creation and reducing the rate of unemployment in Lagos State,
Nigeria.
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“Improving Training Effectiveness: The Essential Role of Senior
Management”
Brief Profile
Darlene Russ-Eft, Ph.D., is Professor and Discipline Liaison of Adult and Higher Education
in the College of Education at Oregon State University. She works with senior leaders and
practitioners in the doctoral higher education leadership concentration and adult
education/HRD masters’ program. Her recent research focuses on leadership competencies,
and she undertakes evaluations of learning interventions in educational and workplace
settings. Her most recent books include Managing Applied Social Research: Tools,
Strategies, and Insights (Jossey-Bass/ Wiley, forthcoming) and Building Evaluation Capacity:
Activities for Teaching and Training (Sage, 2015).
Prior to joining Oregon State University, Dr. Russ-Eft served as Director of Research for
Zenger-Miller and later AchieveGlobal, Inc. She also worked as Senior Researcher at
American Institutes for Research.
Dr. Russ-Eft past president for the Academy of Human Resource Development (AHRD), past
director of International Board of Standards for Training, Performance, and Instruction
(ibstpiR) and past board member of American Evaluation Association. She is past editor of
Human Resource Development Quarterly. She received the 1996 Editor of the Year Award
from Times Mirror, AHRD Outstanding Scholar Award, and Outstanding Research Article
Award from ASTD (now Association for Talent Development, ATD). She was recently
inducted into the HRD Hall of Fame.
Abstract
The purpose of this presentation is to provide some insights to effective leadership actions
and skills for executives and senior managers. The insights come from the research by the
presenter and others and from experiences in the for-profit, non-profit, and higher
education sectors.
Research undertaken in the private sector led to the development of the CLIMB leadership
model, referring to
Create a compelling future
Let the customer drive the organization
DR. DARLENE F. RUSS-EFT
Professor & Discipline Liaison Oregon State University
USA
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Involve every mind
Manage work horizontally
Build personal credibility
Though development several years ago, this model still provides guidance for executives
and senior managers. Indeed the current presentation will focus on three of these
competencies
Build personal credibility focuses on the foundation of ethical practice that is critical for
leaders. Indeed, a recent study of Nigerian businesses by Nwafori, Virakul, and Russ-Eft
showed the importance of trustworthiness for the health of the business. Being viewed as
trustworthy aids the leader in the important task of communicating a vision of the future.
Furthermore such communication is critical for the continuing functioning of the
organization, as shown in the research on entrepreneurs by Fuller and Russ-Eft. A final
critical building block for a well-functioning organization is that of involve every mind.
Described by some as employee engagement, it requires that senior leaders support
employees in their individual, team, and career development. The presentation will show
the ways in which these three leadership competencies can lead to effectiveness of HRD
interventions.
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“HRD at ET (Ethiopian Airlines)”
Brief Profile
Ato Solomon started his career in Ethiopian Airlines in 1979 as an Aircraft Maintenance
Technician after graduating from The Ethiopian Aviation Academy, Aircraft Maintenance
Technician School. He has been serving Ethiopian in various positions- including as an
Instructor and Senior Instructor at the Aviation Maintenance Technical School. He had also
served as a Coordinator of Training Development Unit and as an ICAO Qualified
Standardized Training Package (STP) Developer.
He started his managerial service as Supervisor Customer Support Technical, in the then
Technical Service Division of the Airline. He then moved to Marketing and promoted to
Manager Market Research & Analysis.
Ato Solomon also served the Airlines as Area Manager in different countries outside Ethiopia
including Uganda, Scandinavia & Finland, Kenya & Seychelles and South Korea for more
than 10 years with special focus on areas of Strategic Business Planning & Development,
Marketing Management, Communications & Customer affairs, and Pricing & Distributions in
the Market Jurisdiction he represented.
Upon return to head office, he was appointed as Director Service Quality management and
later on joined the Executive Management Team of Ethiopian as Vice President Customer
Services. Ato Solomon served in this capacity for about 5 years before he became MD
Ethiopian Aviation Academy, the position he currently holds.
Ato Solomon attended different trainings related to management, leadership, marketing,
customer services and others that are technically related to the Aviation Industry. Some of
the trainings he attended include Executive Development Training by GE, Airline Planning
by Boeing, Airline Management Skills and Applications, International Negotiations Skill,
Airline Marketing, Airline Commercial Challenges, Solutions and Regulatory Issues,
Financial Management, Business Plan Preparations & Managing the Promotional Mix,
Aviation Internal Audit, Business Management Course, Customer Service, etc. most of which
were given at an international level.
SOLOMON DEBEBE
Managing Director, Ethiopian Aviation Academy
ETHIOPIA
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Ato Solomon holds BA degree in Management and Public Administration from Addis Ababa
University and Diploma in Aircraft Airframe and Power Plant Maintenance Technology from
Ethiopian Aviation Academy.
Abstract
At the center of an organization’s mission, be it a business (profit) or public, is human
component of its assets( Human resource) which is the engine or the central pump that runs
the whole organization system or gives life blood for the proper functioning of the system.
This is how vitally important the HR for any organization is. Any organization which fails to
recognize this potent power of the HR and put in place the required systems, process,
procedures and tools to ensure the proper management of this resources cannot ensure its
sustainable success. As technology progresses , economies grow and with the advent of
ICT, the need to focus on developing the human resource with the rights set of skills,
knowledge and attitude to build the necessary and competitive human capital is not an
option but a survival agenda. Moreover, with today’s competition to win in the much
commoditized business, only those who are able to attract, develop and retain the
talent/skill required to manage and operate the business ensure a sustainable competitive
advantage .This in particular holds true for organizations that are operating globally. The
global nature of such organizations raises the expectations of their employees making it
more challenging for the former (the organization) to retain and enjoy the expected ROI
from its employees.
Ethiopian Aviation Group (Ethiopian Airlines) being one such organization operating in an
international setting, it is imperative that it gives a special focus to the development of its
human resource and clearly defines a holistic approach in addressing this key success
factor.
This is something that was recognized as early as the birth of the airline itself back in 1946
when the airline decided to invest in its own human resource development required to
manage the operation, maintain and operate its fleet and administer the entire business by
setting up an aviation training school. It was the recognition of the need for self-sufficiency
in this area that has hugely contributed to the successful growth journey of the Airline and to
become what it is today. This did not stop with the establishment of a technical training wing
but extended to the development of competency in other areas as well - sales, services,
finance management and leadership.
It is this self-sufficiency in availing the required manpower need in the right quantity and
quality, continuous and recurrent staff training and development, employee’s engagement
and enforcement that has supported the fast and profitable growth strategy of the Airline.
HRD is one of the four pillars upon which vision 2025 the Airlines is based and its role in the
execution of the overarching strategy and the ultimate realization of the vision’s goals and
objectives cannot be overemphasized.
Such HRD initiatives as below are well planned and implemented at ET.
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- Continuous recurrent training to sharpen skills and keep update with the dynamic
technological and business environment.
- Individual Development Plans (setting long-term development goals) through
structured coaching & Mentoring, This is a mandatory program that one has to
undergo depending on his/her area of expertise to move up the promotion ladder
- Mentoring, through a formal mentor/Mentee relationship per a clearly defined
procedure. This is particularity for management staffs or those on the pipeline to
instill the required leadership behavior
- Continuous Engagement of employees through cascading of the Organizations
vision and communication of company values &culture.
- Experiential learning include: by exposing employees to different organizational
challenges through assignment in projects, special assignments, temporary
delegation, mentoring etc.
Foreseeing and identifying human resource issues with a view to addressing them before
they become chronic problem affecting employees more and performance and eventually
organizations productivity is another important component of HRM which Ethiopian Airlines
has given due attention and emphasis.
To this end, an afternoon in a week is dedicated as an HR day where HR and only HR issues
are raised and discussed the appropriate level to seek resolution and or addressed as
appropriate. Continuous alerting and education of staff through an established internal
communication media is being done regularly.
Formal programs and policies are also critical for the backing of any of these initiatives. In
the case of Ethiopian Airlines, all necessary policy infrastructures from entry to separation
are well defined. Progression, promotions, compensation, performance evaluation, regular
monitoring of coaching status, etc. are clearly defined.
Employees’ competencies in terms of knowledge, attitude and skills are monitored and
assured as they progress the ladder and/or assume different positions within the
organization.
The returns on these extensive human capital development initiatives is manifested in the
airline’s fast and profitable growth becoming one the competitive global carriers.
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“Answering the Industry’s Human Capital Needs through Dual Universities”
Brief Profile
Evelien is a Dutch national from Germany in charge of the higher education component of
GIZ’s Sustainable Training and Education Programme (STEP) in Ethiopia since 2015. Before
joining GIZ she studied at the Harvard Kennedy School of Government and focused during
her Masters on Leadership and International Development.
Evelien advised the Ministry of Education in Albania and supported its Higher Education
Reform. She worked as a Senior Consultant for Roland Berger Strategy Consultants where
she consulted private and public institutions in the area of regional development, higher
education and marketing. She also worked for the University of Hamburg to develop a new
financial budget plan and improved the university’s financial system transparency, which
being the project manager for the universities administrative change management project.
She is a mathematician by training.
Abstract
A dual or cooperative university is a higher education institution which integrates academic
studies with workplace training. These universities were established to expand the
successful model of dual trainings in the TVET system to the academic level and breach the
existing gaps between theory and practice. Due to their success in Germany dual
universities have been founded across the world.
In developing countries dual universities have been a success as they serve the specific
human capital needs of their partner companies as well as the demand for university level
education of the society as a whole.
Partnerships of the higher education institution with private or public companies are the
foundation of a dual university. The theoretical and practice terms of the programs are
jointly developed by the university and the partner companies. The practice terms are
taking place in the respective companies, who sign a contract of traineeship with the
students und take care of the technical training on the job through dedicated mentors. These
mentors undergo special trainings and accreditation to assure the quality of the practice
EVELIEN BLOM
Manager, Higher Education Component
Sustainable Training and Education Program
(STEP), Deutsche Gesellschaft für Internationale
Zusammenarbeit-GIZ ETHIOPIA
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phases. The theoretical phases of the study programs take place at the university and are
aligned with the knowledge needs of the industry partners.
As a result of these programs students have attained theoretical knowledge in the field of
studies, skills sets demanded by the industry and have direct access to their partner
company for employment.
In the presentation I will exemplify the German dual university model through the recently
established programs at Al-Quds-University in Palestine and argue how it can be
successfully adapted to the Ethiopian context.
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“Formulation of Ethiopia’s HRD Policy and Strategy: process, policy
recommendations and lessons”
Brief Profile
Abera Demsis (DBLs) is an instructor of Human Resource Management, Organizational
Development, Organizational Behaviour, and Research Methodology at different state and
private universities in Ethiopia. A frequent invited guest instructor to the Vision International
University USA, California for their masters and PhD program here in Ethiopia. Furthermore,
Abera is an international trainer on Transformational leadership, ToT, and change models
among others. Abera was Member of the National management curriculum development
team organized by HESC and HERQA in 2008; MBA Program curriculum development
committee leader of Leadership and Management College 2014; reviewer and evaluator of
of AkU MBA Curriculum 2013. Abera has participated as Researcher on the national project
of “Addressing Youth Employment within the Framework of Ethiopian SMEs Development
Plan Policy Review.” From 2008-2010, Abera served as Dean of college of Business and
Economics, Aksum University. He served on the BPR HRM support process leader of the
Aksum University in 2009 and team member of the evaluation and reassignment of support
staff of the AAU as per the redesigned BPR structure, 2012/13. Currently, Abera serves as
Research and quality Assurance Director of the Summit Leadership and management
college and an Associate consultant in Ethiopian Management Institute and staff of AkU. In
October 2015, Abera was assigned by the Government of Ethiopia to be member of the
National Human Resource Development Technical Team. Abera’s research interests are
related to leadership, Human capital Development, and Entrepreneurial Orientation of firms
and individuals. Abera has has written journal articles teaching materials, presented
different conference papers, and moderated/chaired different research conferences.
DR. ABERA DEMSIS
Associate Consultant, Ethiopian Management
Institute-EMI
ETHIOPIA
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Abstract
The economic goals of a country can be achieved by the creation of appropriate human
capital. Development of human capital hence is a sine qua non for economic growth and
social development. Generation of human capital is a long-term process. Further, the
available human capital has to be reinforced with life-long learning so that the obsolescence
of competencies does not occur. In Ethiopia the HRD policies of different sectors scattered
and not aligned and an analysis of gaps between the demand and supply of labour force,
and these piecemeal plans have resulted in an inadequate response to the labour market
needs. Hence, a National HRD policy is necessary to coordinate the various HRD policies,
plans and activities in line with the periodic labour market information which can help the
country’s vision of middle income status by 2025. To understand the current practices of
these HRD methods, a desk review was first conducted by studying 14 minister and sector
policies in Ethiopia so as to see the vertical and horizontal alignment of HRD related
methods and processes within and among different policies. Furthermore, the HRD Methods’
four stage processes: Need assessment, Program design, Program implementation and
Program evaluation practices were studied through first hand information by developing
survey questionnaire from different public and private stakeholders. According to the
results analyzed, various policy issues and gaps were identified. The result of the study
indicates the HRD related practices implemented in different sectors were not integrated;
the policies done so far didn’t include all the stages and methods of the HRD issues, the HRD
practices so far didn’t integrate the private and public concerns fully. From these gabs,
policy issues are proposed. The main policy issues are:
1. Horizontal and vertical integration of existing policies and practices among different
sectors is not well aligned
2. HRD stages aren’t well integrated from need assessment to evaluation,
3. HRD methods (TE, OD, CD, KM) are not understood well,
4. HRD Accessibility, Relevance, Quality problems are also other findings from the
study,
5. Capacity building institutions are not doing well their mission especially they are not
producing competitive and qualified ones,
6. Public-private partnership issues are not integrated,
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7. Effective implementation and evaluation framework problem are also found as the
ones which needs policy framework, and,
8. Cross cutting issues.
To fill these gabs, effective NHRD policy, strategy, and implementation frameworks are
recommended. Thus, the recommended new NHRD policy and strategy is based on the
research gabs identified, the EFDRE Constitution, and the SDGs. The study processes,
findings, and policy recommendations will be presented in this HRD Africa 2017
Conference.
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POLICY PANEL
“Policies & Systems at National & Enterprise Levels”
PANELISTS
MODERATOR
EVELIEN BLOM
Manager, Higher Education Component
Sustainable Training and Education Program
(STEP), Deutsche Gesellschaft für Internationale
Zusammenarbeit-GIZ
ETHIOPIA
DR. RONALD L. JACOBS
Professor, University of Illinois
Principal, RL Jacobs &
Associates
USA
KEBOUR GENNA
Executive Director
Pan African Chamber of
Commerce and Industry
ETHIOPIA
MAKHOSAZANA (KHOSI)
MATSHITSE
Executive, Group Human
Capital
AECI Limited
SOUTH AFRICA
DR. PASCHAL ANOSIKE
Director, Centre for African
Entrepreneurship and
Leadership (CAEL)
University of Wolverhampton
UNITED KINGDOM
TAYO ROTIMI
Chairman, MacTay
Consulting
NIGERIA
DR. GEMECHU WAKTOLA
Founder & CEO,
The i-Capital Africa Institute
Assistant Professor,
Addis Ababa University
ETHIOPIA
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Pre-conference Events
August 28-29, 2017: Structured On-the-Job Training (S-OJT) Skill Seminar
Package
About the Skill Seminar
From this training workshop, your company gets S-OJT that is adapted to a developing
nation environment in a way it can significantly improve, at low cost, the performance
capability of your workers. At the end of the training workshop, your company will have
competent S-OJT facilitators who will be your internal expert S-OJT designers, advisers on S-
OJT implementation, training manual developers, S-OJT implementation evaluators, and so
on.
This training package is designed to help service providing companies build capacity and
systems that will enable them continuously develop their own internal expertise through
introducing workplace skills development approaches. This workshop mainly focuses on
providing your company with the necessary tools and techniques to structure and deliver
on-the-job training programs using the popular Structured On-the-Job Training approach
famously known as S-OJT.
S-OJT was first introduced in the late 1980s to help organizations respond to new business
challenges. S-OJT is a systematically planned process for designing and carrying out
Workshop - ONE
STRUCTURED ON-THE-JOB TRAINING
[S-OJT] APPROACH FOR DEVELOPING INTERNAL EXPERTISE Type Crash Course No. of Days Two Schedule August 28-29, 2017 Provided by The i-Capital Africa Institute in partnership with
USA based RL Jacobs & Associates Certificate Available Target
Participants Top Management, HR Managers/Directors, HRD Vice
Presidents /Managers/Directors, Senior Operation Managers,
Managers in charge of Decisions on Skill/Expertise Development, Individuals with Related Responsibilities
Delivered By DR. RONALD L. JACOBS
Professor, University of Illinois
Principal, RL Jacobs & Associates USA
DR. GEMECHU WAKTOLA
Founder & CEO, the i-Capital Africa Institute
Assistant Professor, Addis Ababa University ETHIOPIA
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“Employability and Skills Development: building systems at national and enterprise levels”
training. Learning takes place at the work site. Experienced workers serve as trainers and
provide specific feedback on task execution. There are detailed training plans. The entire
effort is integrated and orderly. It is a complete, unified system.
S-OJT occurs in the work setting and is delivered by experienced employees, often
supervisors. But unlike traditional forms of training on-the-job, S-OJT is planned and thus has
more reliable and predictable training outcomes. Some forms of S-OJT have now become
one of the most frequently used training approaches in successful companies in USA, Europe
and Asia.
August 29th 2017: Writers’ Workshop
Publication Opportunity: Special Conference Journal Issue
The International Journal of HRD Practice, Policy and Research is pleased to join with AHRD,
IFTDO, Addis Ababa University, Jimma University and The i-Capital
Africa Institute in supporting the First Annual HRD Conference in Africa.
The Journal is offering a commitment to pursue to publication the best
HRD paper(s) consistent with the mission of the Journal including the
ones presented at the Conference, from any of the four main themes /
tracks. Guest editors of the Special Issue – Ron Jacobs, Darlene Russ-Eft
and Gemechu Waktola - invite and encourage contributions to this
Special Issue.
About the Journal
IJHRDPP&R is a peer-reviewed journal which aims to publish articles which make an original
contribution to Human Resource Development, providing insight, ideas and understanding
on the contemporary issues and challenges facing HRD. It is a practice oriented journal,
Training - TWO WRITING FOR PUBLICATION
Type Crash Course No. of Days ONE Schedule August 29, 2017 Target
Participants Graduate Students, Faculties, HRD/HRM Practitioners,
Researchers and anyone interested with the below
publication opportunity Delivered By DR. DARLENE F. RUSS-EFT
Professor & Discipline Liaison Oregon State University
USA
Target Journal Special Issue of International Journal of HRD Practice, Policy and Research - IJHRDPP&R
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“Employability and Skills Development: building systems at national and enterprise levels”
interested in accounts of practice and policy, so constructed as to move beyond simple
description, appropriately informed by evidence and critical questioning and reflection.
The Special Issue
The over-arching theme of the Conference – Employability and Skills Development – is at
the heart of HRD and indeed the aims and objectives of the Journal. Accounts of practice and
policy review in relation to any of the four themes:
HRD and Workforce Development
Workplace Learning
Knowledge and Technology Transfer
Learning and Performance
will potentially combine to make for a great Special Issue. What initiatives are being
pursued in relation to HRD challenges you face? What sorts of evidence is emerging as
regards impact? What policy and practice challenges remain? The Africa context is critical.
The prospect of a Special Issue on HRD anchored in an African context and with an African
perspective is exciting. This is an underdeveloped and poorly understood aspect of
international HRD. It potentially offers a contribution to the community of HRD scholarly
practice of considerable importance.
How to proceed?
Think about a possible contribution based on your (prospective) paper to the
conference. Do not be put off if you have never written for publication before. If you
are a HRD professional working in Africa the Journal wants to hear your voice!
View past issues of the Journal at www.ijhrdppr.com which may help you develop
your ideas. Also, view the Notes for Contributors for the Journal at the same website.
But, please note, these are only a guide. The Editors will help you as much as
possible if this is your first writing experience
Prepare a short outline and send to, or discuss with, any of the three editors emails:
[email protected], [email protected], [email protected] or
call: +251911629011/+251118120600
Make a formal commitment to contribute by the end of September 30, 2017.
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“Employability and Skills Development: building systems at national and enterprise levels”
Up Coming Knowledge Sharing Platforms
If you require partnering with us on one or more of our knowledge sharing
platforms, please visit www.icapitalafrica.net or contact us via +251911629011/
+251118120600 or [email protected].
3rd ANNUAL EAST AFRICA CEMENT, CONCRETE,
AND ENERGY SUMMIT
Every March
2nd ANNUAL EAST AFRICA FINANCE SUMMIT
Every December
ANNUAL CONFERENCE ON HUMAN
CAPITAL DEVELOPMENT IN AFRICA
Career Expo ANNUAL CAREER EXPO
Happening Every August