ANNUAL CONFERENCE ON HUMAN CAPITAL …c.ymcdn.com/.../Book_of_Abstracts_HRD_Africa.pdf · IFTDO members form a highly diverse network of human resource management and development

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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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STRATEGIC PARTNERS

PARTNERS

OTHER FINANCIAL SUPPORTERS

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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

http://www.icapitalafrica.net/ahrd-iftdo-africa-2017-conference.html

http://www.icapitalafrica.net/ahrd-iftdo-africa-2017-conference.html

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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.

http://www.ijhrdppr.com/

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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


(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

http://www.iftdo.net/

http://www.in4in.net/

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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.

http://www.ahrd.org/

http://www.iftdo.net/

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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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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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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


5:21 – 5:30PM Announcement & End of Day ONE

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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


3:01 – 3:30PM Refreshment and Networking

3:31-5:00PM

POLICY PANEL

5:01-5:30PM CLOSING

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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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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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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.

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“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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“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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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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“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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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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“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


Professor, University of Illinois

Principal, RL Jacobs & Associates

USA

http://education.illinois.edu/frp/j/rljacobs

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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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“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

Page | 23


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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“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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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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"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

Page | 27


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

Page | 34


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

Page | 36


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,

Page | 37


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



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,


ETHIOPIA

Page | 39


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


Principal, RL Jacobs & Associates USA

DR. GEMECHU WAKTOLA

Founder & CEO, the i-Capital Africa Institute

Assistant Professor, Addis Ababa University ETHIOPIA

http://www.icapitalafrica.net/preconference-training.html

http://www.icapitalafrica.net/preconference-training.html

Page | 40


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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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.

http://www.ijhrdppr.com/

mailto:[email protected]



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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

http://www.icapitalafrica.net/


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Documents

ANNUAL CONFERENCE ON HUMAN CAPITAL …c.ymcdn.com/.../Book_of_Abstracts_HRD_Africa.pdf · IFTDO members form a highly diverse network of human resource management and development