T his edition of our Horizon Newsletter focuses on Human Resources Management and Development (HRM&D) in general and By Devon Rowe, Executive Director, CARICAD catalyst for change. Strategic Human Resources Management (SHRM) in particular. We have done this because the COVID-19 crisis has put Human Resources Management and the well-being of people in organisations back on the front-burner. At CARICAD one of the things we do is to try and influence and contribute to the Thought Agenda in our Regional Public Square. The crisis continues to generate a lot of thought and talk. CARICAD has always been committed to moving beyond talk, to change and transformation. Boxall (1996) describes Strategic Human Resources Management as the interface between Human Resources Management and Strategic Management and Kathryn Stewart says: HR departments that practice Strategic Human Resource Management (SHRM) do not work independently within a silo; they interact with other departments within an organization in order to understand their goals and then create strategies that align with those objectives, as well as those of the organization. As a result, the goals of a human resource department reflect and support the goals of the rest of the organization. Strategic HRM is seen as a partner in organizational success, as opposed to a necessity for legal compliance or compensation. Strategic HRM utilizes the talent and opportunity within the human resources department to make other departments stronger and more effective. CARICAD has been promoting Strategic Management for decades so it is important that we are also advocates for Strategic Human Resources Management (SHRM). It is critical in all organisations (including those in the public sector) that there is a strong alignment between personnel competencies and organisational strategy. That is why we are advocating greater use of SHRM. It is obvious that for many reasons often lost with the passage of time, there is a marked misalignment between the competencies needed for 21st Century public services and organisational strategy in our region. That needs to be changed urgently. CARICAD is a We need to reframe our HRM&D to emphasise new skills. In that regard I will mention the following: The Leadership/Management Interface Results Based Management (RBM) Action Learning Digital Government Disaster Risk Reduction New Media Communication Methods & Techniques In addition to the VUCA frame of reference, (Volatile, Uncertain, Complex, Ambiguous) the future appears daunting and for some of us, frightening. However, we at CARICAD are convinced that systematic and sustained capacity building in the areas I have identified and other closely related ones will lead to the acquisition of the competencies needed for a better alignment of competencies and organisational strategies. We are prepared to play our part in that effort. We will be continuing to make our Leadership Development Programme (CLDP) and online webinars available to all our member states. We will do so in the context of our tools and techniques relating to SHRM such as: Charter for Caribbean Public Services Conceptual Framework for the Charter of Public Services Implementation Guide for the Charter Concept of a 21st Century Public Service Umbrella Model for Strategic Human Resources Management Schema for Implementation of Public Sector Transformation Our RBM Based Strategic Planning Process and Methodology Our Prepare, Perform, Transform Model for Crisis Management Our Be, Know, Do, Have Model for Leading in Crises CARICAD is anxious to see integrated planning and people management elevated to the level that is urgently needed in the region. We need the full conversion of our Personnel Departments to Strategic Human Resources Management Departments. Continues on Page 7 3
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