Supporting the United Nations’ 2030 sustainable development goals: a call for international HRD action

Developing human capital in Africa: carving a role for human resource professionals and practitioners

“…In fact, in line with the widely reported conceptualization of human capital (Becker, 1964), SDGs have incorporated a wider dimension of HCD (ECA, 2017). Similarly, some researchers have drawn human resource development implications of SDGs (Zarestky & Collins, 2017). Therefore, as contribution the paper demonstrates how HR professionals can pay important role to Africa's SDGs through HCD.…”

“…In this regard, within African institutions and organizations, we argue that the people with the potential capacity to make a significant contribution in providing the intellectual and practical guidance for the development of Africa's human capital are the human resource development (HRD) professionals and practitioners. For example, in policy terms, Zarestky & Collins (2017) have suggested how HRD as a discipline can contribute to the formulation of national policies on talent and organizational development that will lead to the achievement of SDGs goals of economic growth and employment.…”

“…Therefore, there is a need for a systematic and strategic approach to the issue of translating Africa's SDGs and human capital vision into practical reality at several levels not just educational institutions. This is where HRD expertise on talent and organizational development comes to the fore (Zarestky & Collins, 2017).…”

“…This paper argues that the HR profession is well equipped to make a significant contribution in developing the human and organizational capacities that can lead to the realisation of Africa's potential within the context of SDGs and Agenda 2063. To appreciate the potential role of the HR profession, it is worth noting that the profession has grown in leaps and bounds, extending beyond a purely administrative role into the realm of national human resource development (Byrd, 2017;Cho & McLean, 2004;Lynham & Cunningham, 2006;McLean, 2006;Modisane, 2017;Zarestky & Collins, 2017), strategy formulation (Beer 1997;Boxall & Purcell, 2011;Caldwell, 2008), and developing knowledge and talent at the organizational and national levels (Cohen, 1991;Cohen & Levinthal, 1990;Collins & Smith, 2006;Gibb & Zhang, 2016). HR as a body of practitioners is now able to satisfy all the criteria of a profession in its own right, which includes: a body of knowledge; a code of ethics and discipline; certification, education and training; a governing body; legal status; research; contribution to society; independence; and recognition (Ulrich; Younger; Brockbank; Ulrich, 2013).…”

Employee Resource Groups: Separate but Equal?

“…At this sociopolitical moment—as the rights of all minority and underrepresented communities are under constant siege at the local, state, national, and international levels, threatened by systems of racism, sexism, homophobia, xenophobia, and anti‐globalism (Zarestky & Collins, )—it is difficult to imagine a better rationale for the existence and equal treatment and resourcing of ERGs. From movements like the Women’s Marches to Time’s Up to Occupy Wall Street, there has been a common thread of critique: many of these prominent social movements are not doing enough to address issues from an intersectional framework that fully considers the impact of race on experience.…”