The development of people in an international arena - Essay Example

The development of people in an international arena Introduction ActionAid is a child sponsorship charity in UK that sponsors 88 children in India and Kenya. This organization is among the worlds largest development agencies helping over 13 million of the world’s poorest and most disadvantaged people worldwide. ActionAid has been fighting poverty worldwide for over 30 years. As the nature and causes of poverty have become more complex, they too have had to change. The ActionAid international works in more than 40 countries. The main focus of the organization is to provide children with an education. The organization aims to fight poverty and injustice worldwide. http://www.actionaid.org/main.aspx?PageID=6 ActionAid take advantage of their 30 years of knowledge and experience in fighting poverty. They apply the following principles in all their work: we work together with poor people, local partners and organisations in combating poverty We focus on fighting against the causes of poverty, not just the results. The study will focus on the ActionAid organization; the approach in the development of people internationally will be presented. This is an organization that works by utilising local partners in the fight to end poverty. The organization’s heart of what they do is in their project in Africa, Asia and Latin America. They have developed projects that enable people living in poverty to claim their rights. Their staff where hired from different part of the world, 89% of their 1,787 staff are from developing countries. Their staffs are being handled by their Human Resource Department who are responsible in the learning and developing process of the staff. Research Question The ActionAid Organization has been successfully developed from British charity to international anti-poverty NGO. The success of the organization is because of its very well trained staff. The organization consists of different nationalities and each nationality has its own framework. As stated above 89% of their staff belongs to developing countries while the remaining 11% comes from the different part of the world. The following questions are important according to the writer in order to analyze the learning and developing process: What is the importance of learning in developing the organization? What are the theories of learning involved in this coursework? What is the role of the human resource department (HRD) in developing people? Indicative Literature Defining Learning and Developing To be able to clearly understand the learning and developing process in the organization, it is best to define the terms. Learning as define in Merriam-Webster is the act, process, or experience of gaining knowledge or skill. Learning organization as defined by Peter Senge (2006) on his book the 5th Discipline, defines a learning organization as the one that can create the results it truly desires. According to Senge, real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we repercieve the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning. The important thing that we gain in learning is knowledge. Chartered Institute of Personnel Development (CIPD) (2007), defines learning as ‘a self-directed, work-based process leading to increased adaptive capacity’; in other words, an environment where individuals ‘learn to learn’ and possess the capabilities that enable them to do so to help their employers to build and retain competitive advantage. Various authors have somewhat different definitions, but what they all have in common is that they link the enhancement of the performance of individuals with that of organizations. The term ‘development’ is usually used in a wider context than either ‘learning’ or ‘training’ (CIPD, 2008) and covers both of these. It tends to refer to a longer process of learning, acquiring skills or knowledge that may include a number of elements such as training, coaching, formal and informal interventions, education or planned experience. It can be structured by HRD professionals, or created as a personal plan. For example, ‘career development’ is a planned process of different learning experiences that may last for some months or years, and ‘management development’ is the entire structured process by which managers learn and improve their skills. But ‘development’ may be also used as a synonym for training,(CIPD, 2008) for example in senior management training, where it can be viewed as a more acceptable term for those who still view ‘training’ as a rather basic or even remedial activity.  Training is defined by CIPD as ‘an instructor-led and content-based intervention leading to desired changes in behaviour’ and which, unless it is ‘on-the-job’ training, involves time away from the workplace in a classroom or equivalent. Learning Organization and Knowledge Management Learning Organization is frequently linked to knowledge management. Knowledge Management may be distinguished from Organizational Learning by a greater focus on specific knowledge assets and the development and cultivation of the channels through which knowledge flows. (wikipedia.com). Knowledge Management (KM) comprises a range of practices used by organizations to identify, create, represent, and distribute knowledge. Many large companies have resources dedicated to knowledge management such as the Human Resource Development (HRD). Human Resource Development (HRD) defines as the people that staff and operate an organization (Tracey, 2004), which is contrasted with the financial and material resource of an organization. Human Resources is also the organizational function that deals with the people and issues related to people such as compensation, hiring, performance management, and training. Human Resource Development plays an important role in an organization they are the one responsible for hiring important people to help the organization become successful. In Human Resource Development, the definition of development is the one responsible for improving the skills, abilities, competencies, flexibility of the employee. During the development the important factors should be considered. Among the important factors are the internal and the external factors that can effect on the recruitment of the employees. The external factors include the strength of the organization in future trends of the labor market, education level, government investment into industries and others. The internal factors include the management style and organizational culture. Learning and Development Techniques Action Learning is an approach to learning based on individuals working on real problems that are capable of having action taken on them. This is done by identifying the problem and agreed on steps to be done. The organization should work in groups or sets and learning can be done thru questioning others and proposing actions and should be done on a given time frame. The advantage of this technique is that it will be able to solve real problems and helping the organization to be freed of complicated situations. This process needs top level management to avoid threatening outcomes resulted from radical solutions. Bite –sized Learning is a technique wherein the lengthy training course is being minimized to a shorter course and can be done online such as e-learning. This is a positive and commonsense development, but makes planning and organizing learning events more complex. Learning and Development within ActionAid ActionAid development approach is Partnership Development. This is done by looking for someone who is dedicated to support the relationships with donor governments and multilateral agencies, consultancies and institutes. There are three facets to the Partnership Development approach: design, management, and evaluation of programme and project funding knowledge sharing, mutual learning, and network/alliance building analysis to inform our policy and practice, and that of our partners. Through acting in partnership, ActionAid believes it is possible to make aid money work harder, and count more, for millions of poor and marginalised people. The Learning process involved in the organization is the Action learning approach. As defined above it solves real problems thru actions. Partnership approach between state, employers and unions sectoral, sub-sectoral and company networks stimulate and help to deliver training. HRD in International Organization Human Resource Development (HRD) framework varies depending on what country you are. One major trend with implications for HRD is globalisation (ILO, 1998). It is fostered not only by technological change and the continually falling costs of communication and transport but also by the decisions of developing countries in Asia and the Pacific and elsewhere to embrace market oriented development strategies and to open their countries increasingly to the world economy. The world is thus fast becoming one interdependent global market place. World-wide competition has increased, the pace of economic change has accelerated and the process of development has become less predictable. Competitiveness will be decided on a countrys or an enterprises capacity to add value to global economic products services and processes (Robert Reich 1991). A key contributor in this regard is the knowledge and skills of the workforce. In fact the education and skills of the workforce will be the key competitive weapon for the rest of the 1990s as well as for the 21st century (Robert Reich 1991, Lester Thurow 1992). Globalisation impacts on HRD in various ways. ActionAid should know the HRD framework of every country the organization is operating. Studies and researches are needed to be carrying out in order to have a clear approach on the chosen strategy. HRD will be responsible in handling the personnel development and learning process. In CIPD the implication of HRD for practitioners are as follows: To succeed, learning professionals and their teams need to build strong business partnerships with senior executives and line managers. A simple and clear formal learning strategy is essential and this should be communicated to executives and managers at every opportunity. The value that learning and development brings to the organization is determined by linking learning outputs with measurable business outcomes, with a focus on the latter. Managers understanding of their joint responsibility with learning professionals for developing the capability of their teams, and that success depends on their input as much as that of the learning team, needs to be reinforced and supported. Senior managers engagement at every step of the organizational strategy development process is critical to success. Research and Methodology To be able to assess the development of people in the international arena the writer need to choose an international organization. In this case the chosen organization is the ActionAid International. The company’s strategy in promoting their campaign against poverty is the focus of the writer. Before proceeding with the research important keywords should be define. One term would mean a lot of meaning and it is therefore important to define the term base on its used in the organization. Ideas and other researches done should be included to strengthen any claims in the coursework. In the coursework the importance of learning and development are evaluated. To be able to fulfil the objective of the organization the development of the people involved on it should be given importance. In the company’s profile it is stated that the organization is operating from north to south which means that personnel will be coming from different part of the world. To do the research we need to know how the people understand the aim and objective of the company. Using a qualitative and quantitative analysis we will be able to evaluate how the learning and development process of the organization will lead it to success. A questionnaire will be provided which include questions to be answered by staff and other personnel of the organization worldwide. Issues involved in HRD IN developing countries such as Philippines, Thailand and Singapore HRD is important in organization. (ILO, 1998). During the study they have find out that HRD is involved in the following issues: 1. Strengthening Primary and Secondary Education 2. Upgrading The Basic Education of the Workforce 3. Expanding and Improving In-Company Training 4. Expanding Post Secondary Technical Education and Training 5. Expanding Scientific And Technological Manpower 6. Upgrading Skills in the Service Sector 7. Continuing Education and Training 8. Greater Employers Involvement in Education And Training 9. Adapting Education and Training To The Market Economy Findings After interviews and researches done the writer found out that it is not that easy to handle or managed the development of people. The role of HRD in developing the people in an international arena is important as supported below by articles and researches done by others about international arena. ActionAid using the Partnership Development approach needs to do more in order to succeed in their field. Below are researches and articles that show how learning affects the organization. Brief History ActionAid at start is a British Charity organization focusing on educating children. The organization started in 1972 and becomes international in 2003. The company has made a five year plan strategy to be able to increase the output of the company. Its governance is inspired by the commitment to form an organization governed and managed with the vision and leadership of the people from its north and south affiliates and by the recognition, that in the fight against poverty, they can have greater impact when they are able to act together in coalition and partnership with others on a local, national and global level. The international constituents of ActionAid are as follows: 1. The Affiliates are those that believe in the ActionAid’s International Vision, Mission, Values, Strategies, standards and systems. Among the countries involved were Uk, US, Italy, Greece, Ireland and Brazil. 2. The Associates are organizations that join ActionAid International with the intention of and in the process of becoming affiliates or former Country Programmes in transition towards becoming affiliates. Currently, ActionAid International Ghana, ActionAid International Kenya, ActionAid India, ActionAid International Uganda, ActionAid International Sweden/Sverige, ActionAid International Guatemala, and ActionAid International Nigeria. 3. International Secretariat: the multi-locational management structure of ActionAid International comprised of the International Directorate based in Johannesburg and led by the Chief Executive with Regional Offices located in various continents and subcontinents for representation, management and coordination purposes and Country programmes who are national level branches of International Secretariat for the representation, management, coordination and delivery of ActionAid International’s work in those countries. The 3 affiliates have helped the organization to become successful in its purpose to fight poverty not only in British but all over the world. The success of the organization lies on the talent and the expertise of the people involved. The learning and development process of ActionAid evolved from a small organization to international. ActionAids International Partnership Development team is dedicated to supporting the relationships with donor governments and multilateral agencies, consultancies and institutes. There are three facets to the Partnership Development approach: design, management, and evaluation of programme and project funding knowledge sharing, mutual learning, and network/alliance building analysis to inform our policy and practice, and that of our partners. ActionAid’s Team The success of the organization depends on the teams assigned activities. ActionAid composed of managers that lead their team to reach their goal. Below are some of the main character in ActionAid International Organization: 1. Project managers - Role profile: The DIPECHO Project Managers will be fully responsible for the operation, management and coordination of the project, ensuring their smooth implementation. The managers will be responsible for all project activities including staff supervision, budget control, planning, implementation, monitoring and evaluation using a community participatory approach. Other areas of responsibilities include capacity building, advocacy and gender education. 2. Country managers – Role Profile: In this role she/ he is required to effectively establish and manage ActionAid’s strategic mission and physical presence in Thailand. To ensure accountability systems operate both internally and externally. Develop effective team, network and alliances and secure, increase and diversify the resource base in the country. 3. International Director: Organisation and Governance Development Defining an integrated strategy for all sub functions that propels HR/OD and governance to the centre of the organization’s efforts and effectiveness. Providing functional leadership for HR/OD, governance,  IT and internal communications. Advising the CEO on key issues such as performance management, communications and ID/Board development Developing change management competence across the senior levels of AAI Creating team spirit and building good processes for the International Secretariat office in Johannesburg Ensuring that the target and process of developing Associates and Affiliates within AAI is achieved efficiently and effectively.  Conclusion ActionAid International believes that the success of the organization lies on the personnel and managers who handle the problems and improvement the organization is encountering. At present ActionAid is operating for 30 years and taking advantage of knowledge and experience in fighting poverty. Using the Partnership Development approach the ActionAid was able to penetrate the international arena. The learning and developing process are the main concern of HRD in developing the people. Since ActionAid is operating internationally the different frameworks of HRD in different countries should be consider. ActionAid should clearly identify different role of their employee. The two principles below were applied on every work they do: we work together with poor people, local partners and organisations in combating poverty we focus on fighting against the causes of poverty, not just the results. Identifying the proper models and approach is important. This can be done by identifying the external and internal factors that affect the organization. With the proper role profile each managers can segregate the things that need to be done by its department. Learning and development depends on the importance given by the organization. The willingness of the employee to learn and to develop is important. The implications for ActionAid are clear. If they are to fulfill the mission to eradicate poverty and injustice from the face of the earth, they must adapt to changing global realities, build on our successes and embrace change to improve their effectiveness and impact. Reference: CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT, (2007) Latest trends in learning, training and development: reflections on the 2007 learning and development survey. London: CIPD. Available at: http://www.cipd.co.uk/subjects/training/general/_reftrendtd.htm The Human Resources Glossary (English) William Tracey January 1, 2004 http://learning.ncsa.uiuc.edu/ahrd/papers/KMHRD.pdf The Fifth Discipline, by Peter Senge, Doubleday, 2006 ILO Workshop on Employers Organizations, (1998) Human Resource Development in Asia and the Pacific in the 21st Century ISSUES AND CHALLENGES FOR EMPLOYERS AND THEIR ORGANISATIONS Paper presented at the in Asia-Pacific in the Twenty-First Century Turin, Italy, 5-13 May 1997. Reich R. B. (1991) the Work of Nations: Preparing Ourselves for 21 Capitalism Alfred A. Knopf, New York Thurow L. (1992) Head to Head: The Coming Economic Battle among Japan. Europe and America Morrow, New York http://www.actionaid.org/main.aspx?PageID=10 Timo Kuzca, 2001 Knowledge Management Process Modelhttp://www.vtt.fi/inf/pdf/publications/2001/P455.pdf Read More