Human Resources: A Development Lever for Regions
25 May 2011
Read by 1983 persons
Administration is taking a much more managerial approach. Human resources acquisition and regulation practices, as well as networking and communication, are the HR practices to be developed.
Regionalization aims to empower the population of a given territory to decide for themselves on local matters, fostering dynamic local development. However, this state-led logic interacts with another logic coming from civil society. Indeed, alongside the state's ambition to create conditions favorable to successful local development, increasingly autonomous popular dynamics are forming within the population, aiming to participate in the management of their localities and contribute to building their development.
With the new advanced regionalization, the administration is moving towards a much more managerial orientation. This new policy provides for the decentralization of responsibilities with a citizen-oriented approach, promoting and strengthening grassroots initiatives. This is becoming essential because we are increasingly seeing "citizen-clients" who continuously demand new, modern tools and techniques for managing and coordinating social actions.
This new orientation is all the more essential as it should allow for dynamic local development with local elected officials capable of organizing, managing, and promoting this local development. This new orientation can be explained by several reasons: the failure of the welfare state, reducing its attention to large cities, and the fundamental imbalances of the regions in all areas (economic, social, infrastructure, equipment, transport, training, healthcare provision, etc.).
Advanced regionalization should therefore be:
- A tool for territorial development that eliminates disparities between regions and also a new alternative to escape underdevelopment;
- A process aimed at leading local structures to take charge of themselves financially, technically, and humanely;
- An approach to facilitate the resolution of certain problems locally with minimal state involvement.
We believe that the success of regionalization requires the implementation of mechanisms to generate within populations the skills, spaces, and behaviors necessary for the autonomous management of their development.
It is for this reason that HR tools are at the service of local territorial development; in this article, we are interested in the creation and mobilization of "regional" skills through HR.
HR and Regional Development
The scale of grassroots local development has a political and economic reference that is growing with the decentralization policies implemented by the Moroccan state. At a time when development strategies led by states have shown their limitations, the emergence of a bottom-up development approach has proven itself for several decades. Our country has already accumulated delays in this regard.
Thus, any local development policy must be based on the use of internal resources, particularly human resources. In this sense, HR must be considered a fundamental issue in the regional development process because of its social purpose.
What HR Practices?
The HR practices to be developed essentially concern human resource acquisition and regulation practices, as well as networking and communication. Acquisition activities refer to attraction and integration practices. It will therefore be necessary to set up shared recruitment platforms or to work on attracting employees to a territory through a communication approach.
Regarding the second aspect, the regulation of HR, practices concern training, workforce planning, etc. Initiatives are varied in this area. The development of these practices (by way of illustration) will certainly allow regions to strengthen their competitiveness, since the latter can only be achieved through the development of human resources.
Leadership: A Driver of HR Development
Without undertaking a theoretical synthesis of leadership, certain elements are most often mentioned when this concept is evoked.
Indeed, leadership is associated with the skills recognized in a person (a leader) or a group of people in their ability to lead, motivate, involve, stimulate, guide, inspire, and/or influence their surroundings.
In this regard, two main categories are distinguished: formal leadership and informal leadership. The first emphasizes management characteristics or policy positions. As for the second, it focuses on interpersonal influence phenomena emerging in groups, particularly in work groups.
What interests us in this subject is what qualities a good leader should have (speaking of a good leader means that there are also bad leaders, leaders but with ignoble goals like Ali Baba and the Forty Thieves; Ali Baba is a leader but a thief).
We believe that a leader (who must manage a region) must possess five qualities:
-Credibility: this means honesty. That is to say, the head of the region must be upright, honest, and above all, must set an example of these values.
-Vision: this is a primordial element (as the proverb says, vision without action is a dream, action without vision is a pastime, but action plus vision can change the world, I would say can change the region).
-Inspiring trust: persuade them that you are there for the sole purpose of informing them, of sharing your knowledge and know-how with them. Make sure others follow you.
-Competence: this is the combination of knowledge, know-how, and being.
-Intelligence: that is to say, the speed of thought and the degree of problem-solving.
Farid Chaouki.
Posted online May 25, 2011
Lavieeco.com
Regionalization aims to empower the population of a given territory to decide for themselves on local matters, fostering dynamic local development. However, this state-led logic interacts with another logic coming from civil society. Indeed, alongside the state's ambition to create conditions favorable to successful local development, increasingly autonomous popular dynamics are forming within the population, aiming to participate in the management of their localities and contribute to building their development.
With the new advanced regionalization, the administration is moving towards a much more managerial orientation. This new policy provides for the decentralization of responsibilities with a citizen-oriented approach, promoting and strengthening grassroots initiatives. This is becoming essential because we are increasingly seeing "citizen-clients" who continuously demand new, modern tools and techniques for managing and coordinating social actions.
This new orientation is all the more essential as it should allow for dynamic local development with local elected officials capable of organizing, managing, and promoting this local development. This new orientation can be explained by several reasons: the failure of the welfare state, reducing its attention to large cities, and the fundamental imbalances of the regions in all areas (economic, social, infrastructure, equipment, transport, training, healthcare provision, etc.).
Advanced regionalization should therefore be:
- A tool for territorial development that eliminates disparities between regions and also a new alternative to escape underdevelopment;
- A process aimed at leading local structures to take charge of themselves financially, technically, and humanely;
- An approach to facilitate the resolution of certain problems locally with minimal state involvement.
We believe that the success of regionalization requires the implementation of mechanisms to generate within populations the skills, spaces, and behaviors necessary for the autonomous management of their development.
It is for this reason that HR tools are at the service of local territorial development; in this article, we are interested in the creation and mobilization of "regional" skills through HR.
HR and Regional Development
The scale of grassroots local development has a political and economic reference that is growing with the decentralization policies implemented by the Moroccan state. At a time when development strategies led by states have shown their limitations, the emergence of a bottom-up development approach has proven itself for several decades. Our country has already accumulated delays in this regard.
Thus, any local development policy must be based on the use of internal resources, particularly human resources. In this sense, HR must be considered a fundamental issue in the regional development process because of its social purpose.
What HR Practices?
The HR practices to be developed essentially concern human resource acquisition and regulation practices, as well as networking and communication. Acquisition activities refer to attraction and integration practices. It will therefore be necessary to set up shared recruitment platforms or to work on attracting employees to a territory through a communication approach.
Regarding the second aspect, the regulation of HR, practices concern training, workforce planning, etc. Initiatives are varied in this area. The development of these practices (by way of illustration) will certainly allow regions to strengthen their competitiveness, since the latter can only be achieved through the development of human resources.
Leadership: A Driver of HR Development
Without undertaking a theoretical synthesis of leadership, certain elements are most often mentioned when this concept is evoked.
Indeed, leadership is associated with the skills recognized in a person (a leader) or a group of people in their ability to lead, motivate, involve, stimulate, guide, inspire, and/or influence their surroundings.
In this regard, two main categories are distinguished: formal leadership and informal leadership. The first emphasizes management characteristics or policy positions. As for the second, it focuses on interpersonal influence phenomena emerging in groups, particularly in work groups.
What interests us in this subject is what qualities a good leader should have (speaking of a good leader means that there are also bad leaders, leaders but with ignoble goals like Ali Baba and the Forty Thieves; Ali Baba is a leader but a thief).
We believe that a leader (who must manage a region) must possess five qualities:
-Credibility: this means honesty. That is to say, the head of the region must be upright, honest, and above all, must set an example of these values.
-Vision: this is a primordial element (as the proverb says, vision without action is a dream, action without vision is a pastime, but action plus vision can change the world, I would say can change the region).
-Inspiring trust: persuade them that you are there for the sole purpose of informing them, of sharing your knowledge and know-how with them. Make sure others follow you.
-Competence: this is the combination of knowledge, know-how, and being.
-Intelligence: that is to say, the speed of thought and the degree of problem-solving.
Farid Chaouki.
Posted online May 25, 2011
Lavieeco.com
