Human resources development is a concept designed to ensure that workforce development occurs in a more effective and efficient manner, “responding to the challenges of the knowledge-based 21st century,” with a specific focus on education, which is “the essential foundation to workforce and economic development” (Blakely & Leigh, p. 298). Many different human resources development projects are implemented on a daily basis at the city, community, project, or even country level worldwide; by reviewing one such project, that of Human Resources Development in South Africa, it will be possible to better understand how these strategies are implemented, their success rates, and the different components that work to make up the sum totality of the project.
The Human Resources Development Strategy for South Africa (HRD-SA) was approved March 18, 2009 for implementation over the course of twenty years, 2010-2030 (Human Resources Development Strategy for South Africa, 2009). There are three primary components that have been deemed necessary in order for HRD-SA to be considered successful: first, that “collective will and purposeful action from all stakeholders in society” be put forth; second, that “the determination, commitment and accountability of individuals to invest time and effort in their own development” be put forth; and third, that “all enterprises and organizations… (commit) to invest time and resources in HRD toward public good” (Human Resources Development Strategy for South Africa, p. 6). This is not the first human resources development strategy that has been implemented by South Africa, but rather the second; the first was implemented in 2001, and served to attempt to “maximize the potential of the people of South Africa, through the acquisition of knowledge and skills, to work productively and competitively in order to achieve a rising quality of life for all, and to set in place an operational plan, together with the necessary institutional arrangements, to achieve this” (Human Resources Development Strategy for South Africa, p. 7). The program, as it was, was considered to be a success; however, it was through the implementation of this program that it was realized that not all the areas needed for human resources development were addressed in the original plan. With this in mind, HRD-SA was designed for implementation in order to address the oversights made in HRD 2001.
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In order to work to continue to implement human resources development in South Africa, and to continue to work to update and improve the previous human resources development programs implemented, the following programs have been added, addressed, and updated in South Africa: “Government Programme of Action (covering all cluster priorities); The Medium-term Strategic Framework (MTSF); ASGISA; National Industrial Policy Framework (NIPF); Industrial Policy Action Plan (IPAP); Emerging Anti-Poverty Strategy; Technology and Innovation Strategy; The National Skills Development Strategy (NSDS) 2005-2010; The Basic Education Strategic Plans (ECD, schooling, ABET); The Further Education Training (FET) Strategic Framework; The Higher Education (HE) Strategic Framework; The Immigration Policy; and The HRD Strategy for the Public Sector” (Human Resources Development Strategy for South Africa, p. 11).
The implementation of this new strategy, HRD-SA, has been done in stages, based on the programs that the government has deemed the most beneficial, working to implement each of the aforementioned frameworks and plans in the manner delineated within HRD-SA. Starting first by working to address the educational aspects, the programs then move to implementation within the labor market and additional training for the populace. The strategy for implementing HRD-SA is split into fifteen different steps, designed to be implemented over the course of the next twenty years (Human Resources Development Strategy for South Africa, p. 18-19).
It is unable to be determined at this time whether or not the human resources strategies designed for implementation in South Africa have been successful as of yet, as the first attempt to determine the progress of HRD-SA will not be made until 2015 (Human Resources Development Strategy for South Africa, p. 21). By working to create a human resources development strategy that focuses on the bigger picture but includes a wide variety of smaller programs, the government has attempted to ensure that the same oversights made in regards to HRD 2001 are not made in HRD-SA. Though it is not yet possible to determine how successful the program has been, or will be, it is possible to see that an intense dedication to follow the suggestions of the United Nations for human resources development in developing countries is taking place within South Africa.
While it may be said that South Africa has had many issues throughout the course of their history, it is possible to see that they are working to effect a better life for the populace of South Africa through the implementation of this program, and they are starting in the best possible place, that of the education of their citizens. By working to implement educational programs first, and by starting at the elementary school levels and working their way up in age, the government is working to groom others to take their place in continuing to further the country and its people, as the government is intended to do.
- Blakely, Edward J., and Nancey Green. Leigh. Planning Local Economic Development: Theory and Practice. 4th ed. London: Sage, 2010. Print.
- “Human Resources Development Strategy for South Africa (HRD-SA) 2010-2030.” South Africa Government Online. South Africa, 18 Mar. 2009. Web. 13 Oct. 2013.
