Human Resource Development - in Post Conflict Environment

HUMAN RESOURCE DEVELOPMENT IN POST CONFLICT
ENVIRONMENT
INSTRUCTOR
Mr. Numair Sulehri
SUBJECT
Principles of Management
PREPARED BY
Maj Eece Wali & Capt. Umar Abbas
PROGRAM
MBA (3.5 Years)
Human Resource Development in Post Conflict Environment Page 0 of 46

HUMAN RESOURCE DEVELOPMENT IN POST
CONFLICT ENVIRONMENT

HUMAN RESOURCE DEVELOPMENT - POST CONFLICT ENVIRONMENT
Introduction
1. The paper intends to enlighten the challenges of human resources

development, faced in a post conflict environment which is a transitional passage.
The “Post-Conflict” situation is not as easy to define as it sounds. In big
international wars, a formal surrender, a negotiated cessation of hostilities, and / or
peace talks followed by a peace treaty mark possible “ends” to conflicts. In case of
intra-state wars scenarios are not so simple. Hostilities do not normally end abruptly,
to mark complete peace. There may be an agreed “peace” but fighting often
continues at lower tiers or sporadically resumes after a short period. Recent
developments in Sri Lanka provide an illustration, while in Northern Ireland moves
towards peace have taken 15 years. Genuine attempts at reaching peace can
frequently be derailed by “spoilers” that often turn out to be breakaway insurgent
groups that are not yet ready or willing to give up armed conflict.
2. Human Resource Development, as assessed by this instrument, is defined as
the integrated use of systems, policies and practices to maintain and develop
effected grounds and human society in order for the system to meet its desired
goals. The human resources development and the cost that is created is seen as
expense rather than investment. The present culture of realizing the importance of
HR development hinders many companies to determine and increase their
awareness about the importance of investment in HR development.
3. The study has been developed through an extensive literature survey to
determine the most common challenges that are being faced through the transition
stage. Purpose is to explore the standing and challenges of human resources
development which can be overcome by different methods and forms that modern
(developed) economies are implementing, such as government intervention,
vocational and education, social awareness. To be able to unleash the full potential
of human capital in Kosovo, the HRM initiative needs to be undertaken, such as its
educational system, enhancement of training and development activities, particularly
in management, development, and foremost creating new knowledge based on
information and communication technology. Amongst the most complex issues and
challenges that post conflict countries face is the development of competent,
modern, effective and knowledge based human resource.

Aim
4. To study Human Resource Development in post conflict environment with a
view to suggest a viable strategy for Pakistan to negotiate the transitional challenges
and progressively develop towards stability and prosperity.
Scope
5. Scope of the study encompasses following:-
a. Part I. Human Resource Development Challenges in Post Conflict
Environment.
b. Part II. Human Resource Development Framework.
c. Part III. Human Resource Development in Pakistan.
d. Part IV. Recommendations.

PART I
HUMAN RESOURCE DEVELOPMENT CHALLENGES IN POST CONFLICT
ENVIRONMENT
Conflict
6. Definition. Conflict1 more often than not occurs due to clash in interest in the
relationship between parties, groups, societies or states, either because they are
pursuing opposing or incompatible goals. Although sometimes the term war is used
as a synonym for conflict, it is more usual to restrict the meaning to a violent conflict
involving armed parties. From this it can be seen that all wars involve organized
violence in which troops are mustered, not all conflicts are organized and therefore,
conflict cannot be exactly equated with war. War is only a particular type of conflict.
7. Types of Conflicts. Types of conflicts will determine the likely post conflict
scenario. It is extremely difficult to speculate the said unfolding as the extent of
damage and effects of the conflict will always remain in relative terms. Conflict
types in particular can be estimated in accordance with certain commonalities as no
two wars / clashes will be similar. However, few pertinent types of conflicts are
ensued below for appreciating the likely post conflict scenarios:-
a. Regional Conflict, involving two or more nations causing widespread
devastation in involved and neighborly states.
b. Bilateral Conflict, b/w neighboring states may cause slightly lesser
damage but still posing serious consequences in recovery.
c. Sub Conventional War, post conflict scenario will vary depending on
the bias of local community and capability of militant groups.
8. Post Conflict Environment in General. Post conflict scenario mostly
causes widespread devastation which seriously effects the life and functionality of
the state in that particular region. Conception to this effect is ensued below:-
a. War riddled infrastructure and private properties requiring complete or
partial repair depending on the extent of damage.
b. Dysfunctional state services due to damaged infrastructure and non-
availability of the work force.
c. Closure of education facilities will make the youth which is always a
1
Human Resource Development; author Stephen Gibb from Edinburgh Business School; Heriot Watt University.

large portion of the general population remain loose.
d. Overcrowded hospitals and health services due to large number of
patients.
e. Severed communication facilities will disallow the state to engage with
public and give them a cohesive sense of direction to kick start the
rebuilding process.
f. Law and order and provision of justice to the masses for avoiding rifts
within the society.
9. Conflict Management.2 Preventive Diplomacy and Mediation are part of
conflict prevention and management mechanisms used by individuals, states,
regional/international organizations and international NGOs alike.
a. Conflict Prevention. Conflict prevention mechanisms are the
instruments of conflict prevention and management that are used by
third parties to achieve positive outcomes prior to conflict situations or
especially on occasions where the parties to the conflict are on their
own unable to find a way out.
b. Mediation.3Mediation is a process of restoring broken relationship
between individuals, communities, ethnic groups or nations with the
involvement of a third party. It is a process that begins with the
voluntary acceptance by the parties in a conflict of third party
assistance with a view to reaching a mutually acceptable solution to
their conflict. The third party could be individuals, representatives of
states, regional organization or international organization who enter a
dispute as a result of their own initiative or in response to a call from
the adversaries. Normally mediation is used in the heightened phase of
a complex conflict when antagonists are seeking a way to break a
stalemate.
c. Preventive Diplomacy. Preventive diplomacy is a peace making
mechanism usually taken to prevent disputes from turning into armed
conflicts. Other actions type are preventive deployment of
2
Post Conflict Peace Building, Meeting Human Needs for Justice and Reconciliation; author Wendy Lambourne
– 2004.
3
Conflict Prevention Mechanisms, Mediation and Preventive Diplomacy; by Ousmane Sowe; The Point for
Freedom and Democracy.

peacekeepers in the form of military and/or police personnel;
preventive humanitarian action, for example, to manage and resolve a
refugee situation in sensitive borders; and preventive peace-building,
which itself comprises an array of activities in the political, economic
and social fields.
d. Conflict Resolution. Conflict resolution includes prevention,
management and resolution of conflicts.
10. Uncertain Peace and Reconciliation.4 Peace agreements do not in
themselves end wars or bring about lasting peace. In most cases, pre-war
continuities and the war mentality jeopardize the prospects of a consolidated peace
and post war reconciliation. The ending of overt violence via a peace agreement or
military victory does not mean the achievement of peace. Rather, the ending of
violence or a so-called ‘post-conflict’ situation provides “a new set of opportunities
that can be grasped or thrown away”. The importance of reconciliation is extremely
important to serve as a means to conflict resolution and transformation.
Environmental effects are assumed below:-
Negative Effects on Indirect Effects on Direct Effects on
Peace Peace Peace to Avoid
Medium to Long Term Relapses into
Development Conflict
Assumption: Assumption: Assumption:
Development policy Medium to long-term Development policy can
should avoid negative development could address the causes of
effects on conflict support peace-building conflict
The ‘do no harm’
approach
11. Role of International Community. The international community can play a

significant role in either nurturing or undermining this fragile peace building process.
The United Nations, individual states and international non-government
organizations (INGOs), have become increasingly involved in trying to rebuild
peaceful societies in the aftermath of violent conflict. In Namibia and Cambodia, for
4
Post Conflict Peace Building, Meeting Human Needs for Justice and Reconciliation; author Wendy Lambourne –
2004.

the first time, the UN launched expanded peacekeeping operations which included
not only military security but the coordination of elections. In East Timor, the UN
mandate broadened even further to include the establishment of a functioning
government and society through comprehensive development, law and order,
security and governance objectives. In both Afghanistan and Iraq, extensive
reconstruction activities have also been pursued, including an emphasis on
establishing security, democracy and good governance.
12. Early Recovery.5 The term ‘Early Recovery’ has emerged as one of the
main topics in the international debate on post-conflict development. While a broad
array of concepts and approaches are present in the international arena, there is
currently no consensus on what is meant by ‘early recovery’, both in policy and
programmatic terms. To analyze the focus would be the policy, strategies and
operational frameworks vis-à-vis the contributions of selected bilateral donors,
regional organizations as well as multilateral institutions.
13. Post Conflict Transition Phase. Key questions are the relations and trade-
offs between the strategic objectives of peace-building as well as security and
development are as follows:-
a. The analytical integration of socio-economic development and conflict,
the methodological conceptualization of the ‘transition’ phase.
b. The trade-offs between short and long-term development objectives,
and the challenge of sequence and prioritization.
c. Partnerships with the international community during a transition
period in crisis are most crucial in supporting or underpinning still
fragile cease-fires or peace processes by helping to create conditions
for political stability, security, justice and social equity.
14. Refugees and Temporary Displaced Personnel .6Post conflict challenges

imposes the emergence of varying numbers of ex-combatants, dependents of
combatants and temporary displaced people. Priority handling and their stability is
essential immediately after the end of war, since their greater vulnerability or their
potential neglect may lead to a relapse into conflict. This is an essential part of a
peace process and may help to mitigate conflict, as it cannot alone resolve conflict
5
Early Recovery in Post Conflict Countries; Rolf Maier. Conceptual Study 2014.
6
Post Conflict Peace Building, Meeting Human Needs for Justice and Reconciliation; author Wendy Lambourne
– 2004.

or prevent violence or produce development in itself.
15. Challenges of Human Resources (HR) Development . Challenges of HR
development practices are largely categorized into three groups:-
a. The change and adaptation to the post conflict environment and
assess needs.
b. The learning process and strategies.
c. The performance and added value.
Strategies and Operational Framework7
16. The Post Conflict Needs Assessment ( PCNA)
a. Concept. PCNAs have been designed by the UN and the World Bank
as an entry point for conceptualizing, negotiating and financing post-
conflict recovery strategies. Originally introduced by humanitarian
agencies, needs assessments in the context of a post-conflict situation
include also institutional, policy and infrastructure issues.
b. Purpose. PCNA is to overcome the consequences of conflict, to
prevent any relapse into war, and to shape the short-term and mid-
term recovery priorities.
c. Recovery Needs
(1) The term recovery needs describes those priority investments in
human, material and social development which a society needs
to overcome the roots and consequences of violent conflict and
achieve political stability, security, justice and social equity.
(2) The recovery approach focuses on how best to restore the
capacity of the government and communities to rebuild and
recover from crisis and to prevent relapses. In so doing,
recovery seeks not only to catalyze sustainable development
activities but also to build upon earlier humanitarian programs to
ensure that their inputs become assets for development.
7

d. Recovery Period. The PCNA defines the recovery period as the first
decade after the end of conflict, while its main focus is the ‘transition’
period of two years after the end of war. The framework refers to three
typical time phases as under:-
(1) Stabilization in 12 months.
(2) Transformation / institution building in 1 – 2 years.
(3) Consolidation in 3 – 10 years.
e. Focal Issues. Three issues have to be emphasized:-

(1) First, the distinction between the root causes of conflict,
destabilizing factors generated by the conflict, and risks
related to the peace process is conceptually helpful with
respect to addressing factors of conflict with socio-economic
policies or development assistance. In the early recovery phase,
proximate conflict factors might need more prioritisation than the
root causes of conflict and could be the only ones which could
be addressed realistically.
(2) Second, the idea of a needs assessment has its roots in
humanitarian assistance. Even if a development focus is
emphasized, it remains debateable how long-term development
perspective and economic growth ideas are integrated. The
framework focuses on the achievement of set goals in each
sector, but does not take into consideration an economic growth
analysis of key poverty-reducing sectors nor issues on a more
macroeconomic policy level.
(3) UN and World Bank have identified following key lessons to be
learned in the PCNA processes:-
(a) Lack of an agreed overall vision for conflict transformation
and peace-building.
(b) Insufficient realism in the timelines.

(c) Inadequate links between priorities in the political as well
as security arena and in the economic as well as social
arena.

17. Poverty Reduction Strategy (PRS)8
a. Purpose. PRS is more focussed on medium to longer-term
development and may be executed in entirety at a later stage in a post-
conflict situation. Review of linking early recovery activities to longer-
term development has to take into consideration the basic concept of
PRS. Second, the PR Sire the operational basis and a key requirement
for determining foreign facilitation and debt relief.
b. Description. PRS describes the macroeconomic, structural and social
policies and programmes that a country will pursue over several years
to promote broad-based growth and reduce poverty, as well as external
financing needs and the associated sources of financing.
c. Core Principles. The approach of PRS is development oriented with
pro poor and growth as an economic paradigm. The five core principles
of the PRS approach are delineated below:-
(1) Orientation to facts.
(2) The long term perspectives.
(3) Broad based participation.
(4) State ownership.
d. Challenges for Effectiveness of PRS. The list of main challenges
for the effectiveness of PRS process and the likelihood of the
successful implementation are as under:-
(1) Primary Goals. Primary goals in post conflict countries are
debated to be governance, conflict resolution and security.
If security is not addressed as a priority, economic activity may
shift from production and investment to short-term commercial
activities, profiteering and rent-seeking. The PRS process may
be a necessary but insufficient instrument for achieving
poverty reduction and peace-building objectives. Furthermore,
poverty diagnostic could be more conflict sensitive therefore,
governments should address the causes and impacts of
conflict and integrate conflict prevention and peace- building
initiatives into PRSs.
(2) Poverty Dominated Growth Sectors. PRS should target
8

poverty dominated growth sectors example; agriculture. It
should refrain from funding social sectors that are not directly
productive for long term growth.
(3) Institutional Challenges and Comprehensive Socio-
Economic Data. PRS is impeded by serious institutional
challenges as well as a lack of recent and comprehensive
socio-economic (quantitative) data and a lack of experienced
manpower to design and implement a multi- year strategy.
The state is often non-functional and is part of the conflict.
Additional problem is that PRSPs often frame complex
problems as purely technical and do not link them to insecurity
or governance.
(4) Participation of Civil Society. The efforts of intensifying civil
society’s participation is considered to be unattainable in a
post-conflict situation. In addition, it is argued that inclusive
decision-making is under pressure and essential political
issues will be considered too sensitive to be included.

PART II
HUMAN RESOURCE DEVELOPMENT FRAMEWORK
HRD
18. Definition9
a. Human Resource Development (HRD) is the framework for helping
employees develop their personal and organizational skills, knowledge
and abilities.
b. A set of systematic and planned activities designed by an organization
or HR department to provide its members with the necessary skills to
meet current and future job demands.
19. Human Resource Management (HRM).10HRM is a strategic and coherent
approach to the management of the organizations most valued assets – people
working there who individually and collectively contribute to the achievement. The
most important issue is important to link the objectives of HRM with the overall
organizational performance. To implement the management process, HRM cannot
be separated from the HR practices comprising selection and recruitment, training,
rewarding, expatriate management and general HR policies and procedures.
20. HRM plays a crucial role in preparing countries to fit to the new needs in
global context, by providing the knowledge to the right individuals or groups in the
right time. Academics define HRM from different perspectives.
21. Difference between HRM and HRD
a. HRM. HRM has many functions.
b. HRD. HRD is just one of the functions within HRM.
22. Concept of HRD. HRD is mainly concerned with developing the skill, elpthe
organisational point of view is a process in which:-
a. Employees of an organisation are helped and motivated.
b. Acquire develop and mould various aspects of human resources.
c. Contribute to the organisational, group, individual and social goals.
d. HRD is needed by the organisation that wants to be dynamic and
growth oriented or to succeed in fast changing environment.
9
10

Organisations can become dynamic and will grow only through the
efforts and competencies of their human resources.
23. Functions of HRD11
a. National and Organisational Development. HRD can occur at both
nationwide level and firm level. The difference between two nations or
organisations is largely dependent on the level of quality of human
resources. Specific explanations of both levels is as under:-
(1) The enhancement of HRD of a country is dependent on the
government and national policies.
(2) At the firm or micro level HRD can happen through training and
efficient utilization of resources.
b. Training and Development. Training improves changes and moulds
the employees’ skill, knowledge, behaviour, aptitude and attitude
towards the requirements of the job and the organisation. It refers to
the teaching and learning activities carried on for the primary purpose
of helping members of an organisation.
c. Career Development. Career development is the systematic
process by which one selects career goals and path to these goals.
From the organisations point of view it means helping the employees to
plan their career in terms of their capabilities within the context of the
organisations need. It involves designing an organizational system of
career movement and growth opportunities for employees from the
employment stage to the retirement stage.
24. Pre-requisites of Effective Human Resource Development 12
a. Decentralization
(1) There should be proper system of involvement of persons of all
levels of management.
(2) If the proper importance is given to each person this creates the
sense of belongings and commitments among the worker.
(3) Some important decisions should be made with the involvement
of various subordinates.
11
HR Vision in Pakistan; author Syed Imtiaz Ali(www.whrppk.com) imtiaz@whrppk.com.
12
The Challenges of Human Resource Development in Pakistan; by Nasim Ashraf.

b. Proper Utilization of Human Resource Skills
(1) HRD managers must try to make proper utilization of available
and potential human resource skills.
(2) Manpower planning and right sizing of human resource may be
used for this purpose.
c. Investments in HRD Programme. The maintenance of a healthy
working climate and the development of its human resource is very
complicated process. So to ensure the desired results the top level
management and HRD professionals must invest proper time, money
and energy and every programme related to HRD.
25. Three Dimensions of HRD.13HRD practitioners and managers seek to
facilitate and guide learning and development they can draw upon many concepts
and ideas. Psychology, economics, systems thinking and ethics all provide ways of
thinking about individual, team and organisational learning. It is widely agreed that
effective performance in work roles requires the development and combination of
three element; cognitive capacities, capabilities and desired behaviours. These
elements are defined below:-
a. Cognitive Capacities. The foundations of intelligence, conceptualised
as the processing and possession of information in the brain and
higher-order neurological abilities.
b. Capabilities. The practical abilities involved in work roles, either
inherent in the person or developed through practice.
c. Desired Behaviours. From motivation to ‘social skills’, enabling social
interaction, mediated by the affective; can be conceptualised variously
as attitudes, values or ‘emotional intelligence’ (EI).
13

26. Framework for HRD Process.14 Diagrammatically illustrated in figure below:-
Case Studies – Development Framework in Post Conflict Countries

27. Development Framework. The objective of development policy in post-
conflict countries is embedded in a broader policy framework on fragile states. The
core tasks of the government are divided into political, administrative, judicial, social,
economic and security governance. Two categories define the objectives of
development policy: the governance level and the trend of governance. Taking a low
level of governance, three different trends of governance might be possible:
worsening, neutral, or improving. The combination of a low level of governance and
a worsening trend of governance would result in the development policy
recommendation to protect vulnerable parts of the population via humanitarian
assistance, to deliver basic services, to use development- oriented emergency and
transitional aid, to promote self-sufficiency and to apply the concept of a
‘responsibility to protect’.
14

28. Germany15
a. Relevance. Germany has been involved in two World Wars I & II
during 20th Century. Germany's cities laid in ruins, destroyed
infrastructure with much of the housing stock reduced to rubble. At the
war's end, observers thought that it would take forty years to rebuild,
but by the late 1950s West Germany's cities had risen a new. The
housing crisis had been overcome and virtually all important
monuments reconstructed, and the cities had reclaimed their
characteristic identities. This case study is aimed to examine the
questions raised by this remarkable feat of development and what
accounted for the speed of rebuilding, and how priorities were set and
decisions acted upon. He argues that in such crucial areas as
architectural style, urban planning, historic preservation, and housing
policy, the Germans drew upon personnel, ideas, institutions, and
practical experiences from the Nazi and pre-Nazi periods.
b. Development Policy. The German development policy defines
three guidelines for its engagement in post conflict situations:-
(1) Crisis prevention; development policy should help to prevent
structural causes of conflicts by enhancing economic, social,
environmental and political conditions.
(2) Conflict mediation in latent or open escalating conflict
situations; development policy supports societal and
governmental actors in non-violent conflict transformation.
(3) Peace-building after the end of violent conflict; development
policy helps to build peace.
c. Framework of HRD. The framework advocates a comprehensive
linkage between quick impact activities and long term planning. To
cover this transition phase, the German development policy applies the
concept of development-oriented emergency and transitional aid. The
objective is twofold as follows with a projected time span is up to three
years after the end of the conflict:-
15

(1) To target the immediate needs of individuals after the conflict
and to lay the first ground for sustainable development.
(2) To prevent the post-conflict economy from remaining as a
combat or criminal economy.
d. HRD Strategy. Stages of conceived strategic HRD are
diagrammatically illustrated below:-
Stage 1 Stage 2 Stage 3 Stage 4

Strategies for Controlling Competence Peformance
HRD HRD Management Management
Stage 5 Stage 6 Stage 7 Stage 8

Talent Qualification Retention Culture
Management Management Management Management
e. Critical Review. The German approach to early post-conflict

recovery is embedded in a framework on fragile statehood and
conflict prevention. Moreover, the approach is confined to a
development perspective leaving aside the question of an
integrated stabilization concept.
29. Malaysia16
a. Relevance. Malaysia underwent internal conflicts which adversely
effected the functioning of the state due to ongoing instability and
insecurity. During the course of time it adopted policies which
contributed in changing the flimsy state on to a path of recovery.
Malaysia has experienced enviable growth and has made a clear
exposition of its future objectives linking educational, technical,
economic and social objectives.
16
Role of Armed Forces in Post Conflict Reconstruction and Rehabilitation; General Statement by Malaysia; by
Dr Ismail Bin Haji Ahmad.

b. Vision 2020. 17In 1991, President Mahathir Mohammed announced the
nine strategic challenges for achieving Vision 2020 which described
Malaysia as a fully developed country. These challenges are illustrated
below:-
To establish a United Malaysian Nation with a sense of common

1 and shared destiny
To create psychologically liberated, secure and developed society
2 with faith and confidence in itself
To foster and develop a mature democratic society

3
To establish a fully moral and ethical society
4
To establish a mature, liberal and tolerant society
5
To establish a scientific and progressive society, innovative and
foward looking, one that is not only consumer of technology but
6 contribute for the civilisation of future
To establish a fully caring society and culture

7
To ensure an economically just society
8
To establish a prosperous society, with an economy that is fully
c. 9 competitive, dynamic, robust and resilient
State Potentials vis-à-vis Focus of HRD. Malaysia is a

relatively open state-oriented and newly industrialized market
economy. The state plays a significant but declining role in guiding
economic activity through macroeconomic plans. Malaysia has had one
of the best economic records in Asia, with GDP growing an average
6.5 per cent annually from 1957 to 2005. State policies for HRD have
been envisaged on the basis of following key sectors:-
(1) International trade facilitated by shipping route adjacent to
Strait of Malacca.
(2) Exporter of natural, agricultural resources and petroleum
products.
(3) Has been the largest producer of Tin Rubber and Palm Oil in
17
Ibid.

the world.
(4) Tourism industry has been the largest source of foreign
exchange.
(5) Developed into a center of Islamic Banking with highest
number of female worker employees.
(6) Government continues to promote Defense Industry ensuring
its competitiveness and marketing compatibility.
(7) The country has become one of the largest exporter of semi-
conductors, electrical devices and IT communication
products.
(8) Has developed one of the most comprehensive
communication/ road networks in Asia.
(9) The education system features a non-compulsory kindergarten
education followed by six years of compulsory primary
education, and five years of optional secondary education.
(10) Malaysian sportsman represent in wide variety of games at
international arenas. Popular sports in Malaysia include
association football, badminton, field hockey, bowls, tennis,
squash, martial arts, horse riding, sailing, and skate boarding.
d. Critical Review. Malaysia has remarkably progressed in multi-
dimensional spheres and ensured sustainability through investment in
infrastructure, human resource and natural / material resources.
Population has been used to advantage but it has a negative cost also
that is consuming state resources and revenue at an equally
compatible rate. Up-gradation in quality of life will has paced slow for
the huge masses.

PART III
HUMAN RESOURCE DEVELOPMENT IN PAKISTAN
30. Global Advancements.18Global changes and technological advancements

have affected the process leads to innovation, new forms of work organization,
changes in the nature of work and new occupational categories. With these changes,
human resources development takes the position of significance. In Pakistan we are
still striving hard to generate a vision for HR, which is very important for our national
progress to face the global challenges. According to World Bank there are three
main components of economic growth which are as under:-
a. Factor vis-à-vis Contributions
(1) Human Capital - 64%
(2) Physical Capital - 16%
(3) Natural Capital - 20%
b. Growing Complex Competition. The increasing globalization and the
forces driving it are posing serious challenges to organizations
throughout the world, particularly to the third world countries. One of
the very important aspects of human resources development is the
support of business houses at national and international levels. Only
those organizations, which understand the new environment and
growing complex competition and have the ability to provide
appropriate responses to the challenges will survive and grow. The
following is the level of per-capital investment in human capital
development in various developing countries of the world:-
Ser Country Investment in HRD
(1) Pakistan US $. 10
(2) India US $. 31
(3) Indonesia US $. 54
(4) Malaysia US $. 150
(5) South Korea US $. 160
Impact of Pakistan’s Conflict Environment

31. Crisis Prone History. Pakistan has been moving from one crisis to
another throughout since inception. Emergence of Kashmir issue during the early
18
HR Vision in Pakistan; author Syed Imtiaz Ali (www.whrppk.com) imtiaz@whrppk.com.

stages of independence followed by political instability. In the wake of 1965 and
1971 wars breakup of East Pakistan. Russian invasion of Afghanistan caused
another complex era of challenges from threatening its borders to influx of refugees.
Political instability prevailed and the time charted through Kargil conflict, 9/11
terrorists attacks posing Pakistan as the frontline state to fighting terrorism. Pakistan
also faced major natural disaster during the same course of history from; East
Pakistan cyclone in 1969, earthquake in 2005 and floods in 2011. It is a difficult
proposition for any nation in the world to sustain stated conflict cum disaster
scenarios and at the same time sustain desired economic growth.
32. Conflicts and Consequences. Effects of past / ongoing conflicts on Pakistan
are briefly enumerated below:-
a. 1965 War.19 The country which was experiencing exceptional growth
was led to economic downfall and wide-scale public disapproval in
1967. The Tashkent Declaration was a peace agreement between
India and Pakistan signed on 10 January 1966 that resolved the Indo-
Pakistani War of 1965. Peace had been achieved on 23 September by
the intervention of the international community who pushed the two
nations to cease fire, as it was feared the conflict could escalate and
draw in other states. In 1969, cyclone in East Pakistan caused death
toll of over 500,000 people which was yet another challenged faced at
the time of achieving stability.
b. 1971 War.20 The era of 1970-71 was subjected to political unrest which
transformed into waging of liberation war by the Bengali Mukti Bahini
supported by India. In the wake of India's support for the insurgency in
East Pakistan, sparked the conventional war in 1971 which witnessed
East Pakistan gaining independence as Bangladesh. It was a major
setback for the complete nation.
c. Soviet – Afghan War 1979 – 8921
(1) The Soviet–Afghan War lasted over nine years. Insurgent
groups ("the Mujahideen") fought against the Soviet Army and
19
https://en.wikipedia.org/wiki/Pakistan
20
Ibid
21
https://en.wikipedia.org/wiki/Pakistan.

allied Afghan forces. Between 850,000 to 2 million civilians were
killed and millions of Afghans fled the country as refugees,
mostly to Pakistan and Iran.
(2) The war is considered part of the Cold War. Pakistan helped
subsidize and distribute U.S. resources to factions of the
mujahedeen against the USSR's intervention.
(3) In post conflict scenario huge influx of Afghan refugees were
received by Pakistan. It is estimated that at the time of Soviet
withdrawal 40% of the refugees and population of FATA
constituted children of 14 years of age or younger.
(4) Financial support by US was immediately decreased to bare
minimum which seriously posed a huge economic challenge for
the state.
(5) Pakistan government in an effort to ensure well-being of
refugees undertook various measures; amongst them policy of
establishing Madrassas for imparting education to the children of
this area was also implemented. Non evolution of said
Madrassas and institutes imparting education has not produced
a human resource compatible with the global advancements.
d. Kargil Conflict - 1999. Military tension between the two countries in
the Kargil district led to the Kargil War of 1999, and a turbulence in
civic-military relations resulted into military takeover. The scenario
resulted into seizure of prevailing government policies and
development program as new democratic setup resumed under military
supervision and auth of President General Pervaiz Musharraf.
e. Op Almizan – 2002. 9/11 terrorist attacks on US positioned Pakistan
as a frontline state in war on terror under direct influence of US. It has
been an extremely complicated challenge for the Pakistani nation as its
role has been implicated to be against Islam by anti-state forces.
Pakistan’s role in the War on Terror is a widely discussed topic
among policy-makers of various countries, political analysts and
international delegates around the world. Pakistan despite its efforts,
achievements and huge toll of sacrifices has simultaneously received
commendation for its anti-terror efforts and allegations of harbouring

and aiding the terrorists. It has also burdened with huge economic cost
for sustaining the conflict and development in affected areas. The
conflict is ongoing and has impacted the entire country in general with
FATA and KPK province in particular.
f. Kashmir Conflict. The Kashmir is a primary territorial dispute that
hindered the relations between India and Pakistan. Two nations have
fought at least three large-scale conventional wars. This issue has
disallowed both countries to promote cooperation and proceed in time
with peace and harmony. The ongoing conflict has generated a war
hysteria between both states and draining the economy for staying
viable and persistent to fight for the right of Kashmiri people.
33. Internal Security Challenges
a. Situation in Baluchistan. Security situation in Baluchistan though has
improved a lot over the years but it has remained a source of concern.
It has also imposed the state to incur compatible expenditures for
ensuring security in the entire province. Indians have conceived a
counter narrative to malign Pakistan and divert international attention
from the core issue of Kashmir.
b. Situation in Karachi. Karachi which remained in the midst of
worsening security situations few years back has also stabilised due to
ongoing efforts of law enforcing agencies. The city is the economic hub
of Pakistan and an uncertain security status is absolutely not
convenient for steering smooth business activities.
c. Law Enforcement Challenges. Internal security dynamics have also
been posing certain serious law enforcing challenges. It has created a
milieu of uncertainty and insecurity within state thereby not generating
enabling environment to implement a corporate friendly policies. Law
enforcing challenges are enumerated below: -
(1) Sectarian violence.
(2) Occasional political unrest.
(3) Target killings.
(4) Criminal mafias operating under the cover of masses.
(5) Drug trafficking.
(6) Suicide and terrorist attacks in areas outside FATA.

34. Shaping Environment
a. Regional Milieu. Key factors are highlighted as under:-
(1) US presence in the region.
(2) Internal issues and challenges for Pakistan, incl CPEC.
(3) New regional powers with global aspirations and agendas.
(4) Changing realities of world politics.
b. Environmental Stress as Threat Multiplier to Security in Pakistan.
Existing environmental concerns already stress Pakistan. If conditions
worsen, they could act as a threat multiplier in combination with other
threats to the state such as expanding population and food insecurity,
strife among political-military elites, poor economic resources, Islamist
extremism, secessionism, inter-provincial competition for resources,
and/or cross border conflict with Afghanistan or India.
c. Political Instability. Political instability has resulted into change of
short, med and long term policies which are imperative for human
resource development practices.
d. Conflict Prevention and Resolution Mechanism. Non-effectiveness
of conflict prevention and resolution mechanism to comprehensively
resolve issues of ongoing conflicts and avoid any rifts in future.
HRD Designing and Implementation Policies 22 HDR 147 / 189
35. Significance. Designing and implementation of effective HR polices is an
essential investment on HR community and should not be taken as
expenditure. This investment is far more important than building roads,
bridges or power-houses. Unfortunately the implementation is in context of
expenditure in Pakistan keeping in view the budgetary allocations in past
decade. It is imperative that they (policy makers) direct their attention and
energies towards HR development and improvements in order to build our
people and achieve sustained economic growth and social development.
Human resources are of great importance for a poor country like Pakistan.
36. HR Potential. Pakistan is blessed with high quality of human resources,
which is also industrious and productive, but much less demanding than their
counterparts in the developed world. Pakistani nation is hard working and has
22
The Challenges of Human Resource Development in Pakistan; by Nasim Ashraf.

always stood up to expectations. Our people are energetic and workers are
dedicated. In fact, HR is the most important contributor to the economic
success of Pakistan over the past decades. Human resources are playing an
important role in the transformation of Pakistan from an underdeveloped
country to a prosperous nation. Guidance and necessary assistance is
required to increase their capabilities and enhance the output.
37. Impediments
a. Shortcomings in HR Practices. We know there are many
organizations in Pakistan, that still believe that the role of human
resource professionals do not apply to them. The same goes for the
recent work force legislation. There are many larger organizations that
recognize their commitments to have the best practices in HR, but
unfortunately fail to deliver its implementation.
b. Orientation of Education System. It is unfortunate that in
Pakistan our system of education is not oriented towards producing
educated youths having occupational skills. Education has had a
disappointing relationship to future job prospects for many students,
with the result being that frustration is high and emigration of trained
people is common. Ensuring the return of Pakistanis sent abroad for
higher degrees is also a problem. Special incentives in land and
salaries have been provided to attract overseas Pakistanis back to the
country but job satisfaction is another concerning area.
c. Dependability of the Work Force. Many companies have moved their
operations to places with cheap, relatively poorly educated labour.
What is crucial, they say, is the dependability of the workforce and how
well it can be managed and trained. General educational level and a
small cadre of highly educated creative people are essential for
innovation and growth. Ending discrimination and changing values are
probably more important than moving low-income families in to the
middle class.
d. Training Gaps. Private sector training in Pakistan is a hit-or-miss
proposition. There are few genuinely capable training providers
available. In an unregulated, unlicensed market, poor service providers
tend to drive out good training providers just as dirty money drives out

clean money in a market. Human resource directors and training
managers find it increasingly difficult to distinguish between genuine
value-for-money training offers and opportunists selling things they
have bought off-the-shelf and repackaged with videos from the internet.
This is particularly true for non-technical training, such as management
development and leadership training, which is difficult to evaluate
beforehand. It makes training an unnecessarily high risk activity. As a
result, companies either limit training to in-house provision or abandon
it altogether.
e. Understanding of Globalization Requirements. Pakistan's human
resource community is lagging behind in their understanding of
globalization requirements and the development of appropriate
technologies to deal with them. In an increasingly complex economy,
Pakistan with present approach will continue to lose competitive
ground to foreign nations unless the country switches to a strategy of
better educated, better trained employees with global orientation and
with more productive forms of work organization.
f. Evolutionary Approach
(1) Pakistan's HR community has evolutionary thinking and
approach. What is needed is a revolutionary approach in
convincing management that they can deliver strategic results
with a positive attitude and multi-dimensional approach. An
approach that shifts emphasis from HR traditional focus as
expert administrators, to develop a multi-skilled and a multi-
functional department that adds value to the organization on the
whole.
(2) To gain entree into the upper-echelons of business and get the
ear of the CEO and a seat at the boardroom table you have got
to be able to speak their language. It means cross training to
acquire new business skills that will not only help reinvigorate
HR and make it more visible in the corporate structure, but also
encourage other managers to recognize how leading-edge
personnel management can benefit all areas of business
planning.

g. Evolving Competence. Competent human resource professionals
recognize the requirements of a profession and are willing to invest in
maintaining and improving their skills and knowledge while keeping up
with rapidly changing times. In the face of the new complexity of HR,
where new executive buyers are demanding HR solutions with
business value, new ways must be found to bring professionals to high
performance levels. HR professionals must bear med with a broader
and deeper set of competencies, not just in HR skills but in general
business and interpersonal skills and in technology. Government
backing to this end is not providing enough programs to instil the
required competence management programs.
38. Pakistan’s Position.23Pakistan’s position at the bottom of the most
international rankings undermines growth in the country. Rankings to this effect are
ensued below:-
a. In the Ease of Doing Business; Pakistan is ranked 113 out of 185
countries.
b. In the Human Development Index; ranked 147 out of 189 countries.
c. In the Economic Freedom Index; ranked 120 out of 178 countries.
d. In the Global Competitiveness Index; ranks 128 out of the 140
countries ranked by the World Economic Forum in 2015-16.
e. In comparison to Pakistan’s near neighbors; all are ranked higher.
For example, Bangladesh ranks 107, Nepal 100, Iran 74, Sri Lanka 68
and India 55. Even tiny Bhutan is ranked above Pakistan at 117.
Challenges24
39. Population. Pakistan is sixth most populous country in the world with an
estimated population of 184.35 million in 2012-2013. The growth rate of population
during 2012-2013 is 2.0 percent. Under current circumstances, it is expected that
Pakistan will attain fifth position in the world in terms of total population by 2050.
23
Asia Pacific Human Development Report 2016; UNDP; author Thangavel Palanivel.
24
http://www.pk.undp.org/content/pakistan/en/home/operations

40. Economic Stresses. Pakistan has taken positive strides in recent years to
alleviate core development challenges. Nevertheless, the stresses of an economy
under pressure, poverty, gender inequality, inequities and the demands of
sustainable development remain, and have been exacerbated by both natural
disasters and crises. The economy has shown resilience despite the heavy cost of
the struggle against extremism and terrorism.
41. Relationship with Neighbours and International Community. Many of
these challenges link Pakistan to its immediate neighbours and the international
community at large. The impact has been particularly severe on the poor, women,
children, the elderly, crisis-affected populations, persons with disabilities, refugees
and temporarily relocated persons. Damage to habitat, loss of livelihoods, trauma of
displacement and disillusionment has added to these pressures. Pakistan is also
among the World's Top 10 in terms of vulnerability to the impacts of climate change,
and the cost of adaptation is estimated at $10.7 billion per year for the next 40-50
years.
42. Socio-Economic Goals. Overall, the country’s ability to meet its
socioeconomic goals rests on its capacity to promote effectiveness, transparency,
accountability and responsiveness of public institutions at both federal and provincial
/ area levels, as well as to increase targeted pro-poor investments and programs and
ensure a stronger equity focus. Key priorities include strengthening democratic
institutions and enhancing rule-of-law capacities, structures and mechanisms to
ensure greater people’s participation and public trust.

STATISTICS OF HRD PAKISTAN25
UNDP 2016
Youth 31 %
HRD Index 147 / 189
HRD Index 0.538 Literacy Rate 60 %
Gender Inequality Index 0.536 GDP Growth 4.71 %

%
Per Capita Income 1560 $

Female Seats in Parliament 21 %
Labour Force 61.04 %
Life Expectancy 66.2

Population Below Poverty Line 29 %
Female Labour Force 15.8 %
Population Growth Rate 1.89 %
43. Natural Disasters. Natural disasters have adversely effected economic

growth and development by imposing instability, re-approaching ongoing
expenditures on rescue, relief and rehabilitation.
44. Education System.26 The educational pyramid consists of three
distinct stages – Elementary, Secondary / Higher Secondary and Higher Education.
Alongside modern education system there is also religious education system, which
provides Islamic education. These institutions have their own management systems
25
http://www.pk.undp.org/content/pakistan/en/home/operations
26
Hayes,D.Louis,(1987), The crises of Education in Pakistan, Lahore: Vanguard Book, Ltd.
Hussain, Mazhar (2011, January, 2nd), Good supervision –key to quality Education, The Dawn, Karachi, P, 23.
Iqbal, M, (1981), Education in Pakistan, Lahore: Aziz publishers.

without interference from either the provincial or federal governments. There is a
desperate need to declare an educational emergency in Pakistan for focussed,
cohesive and compatible support of the state. Analysis of education system are
narrated below:-
a. Uniformity. No uniform system of education exists for creating an
environment of national spirit, unity and prowess. Education system is
divided into private and government sectors, provincial domains and
urban / rural areas.
b. Qualitative Dimension. Quality of education is seriously effected due
to non-availability of qualified teachers especially in rural areas
particularly in fields of science and technology.
c. Brain Drain. Despite the rudiments of prevailing education system our
youth has displayed god gifted tendencies and potential to prove their
talents. The same product of our education system on cashing
opportunities proceeds abroad and becomes a viable and competent
part of foreign societies. Educational process is not supported by
opportunities for the youth to exert their potentials for the state.
d. Allocation of Funds. Secondly the allocation of funds for education is
very low as it never went beyond 1.5 to 2.5 percent of the total GDP.
e. Poverty. The increase of poverty has restricted the parents to send
their children to tasks for child labour. Poor parents are forced to send
their children to madrassas where the education is totally free.
Madrassas are preparing people who finds very difficult to adjust in the
modern society.
45. Depleting Water Sources. Pakistan, which depends heavily on the Indus
River system, is a water-stressed country. Most of the surface and groundwater
resources are nearly fully exploited or are being used at an unsustainable rate.
Depleting water sources and growing energy demands to sustain objectives
economic growth.
Declining Per Capita Water Availability in Pakistan
(Cubic Meters Per Person Annually)

Source: World Bank data adapted by F. Khan, “Water, Governance, and Corruption in Pakistan,” in Running on Empty:
Pakistan’s Water Crisis (Woodrow Wilson International Centre for Scholars, 2009)
Pragmatic Analysis Of The Pakistan Army

46. A pragmatic analysis of the Pakistan Army’s 50 years history would reveal
that this organization has always stood with resilience and capacity. Only exception
is East Pakistan crisis, whose contributory factors are still being assessed after 26
years. Otherwise both on operational as well as internal fronts organization has
justified its existence. Against a vastly superior enemy, army has maintained its force
credibility and war deterrence. In relation to its size and resources the army has in
most cases performed better than adversary. Less East Pakistan crisis, Pakistan
Army can be fairly termed as a successful organization. Its performance in aid of civil
power and during natural calamities has been superb. Its human resource
management shows:-
a. Environment. Army is functioning in human resource friendly
environment. So far it has no dearth of human resources, both in officer
as well as soldier cadres. However, for the future battle field
environment it might face difficulties in receiving men with adequate
technical skills.
b. Education. Due to low literacy rate, Army does find it difficult to find
well educated soldiers. Its officer class might also find future battle field
more technical than it can comprehend. The weakness of national
educational base is already being felt by Army.
c. Selection, Recruitment and Induction Process. Army has fairly
effective, mature and tested system. Within existing human resources,
army generally manages to find the right talent. Its selection process
for officers’ corps is specially very effective. Bravery, valour,
selflessness and determination amongst all ranks is the hallmark both
in peace and war factually testaments.
d. Training / Specialization. Pakistan army can be rightly proud of its
training institutions. Training centres, Military Academy, various
schools of instructions, Command and Staff College, National
University of Science and Technology and National Defence College

are some of the premier training institutions of international repute.
These are the life line for providing the army with proficient soldiers and
competent officers. This to a great extent bridges the gap between
national education system and military needs.
e. Basis of Training. Training in Pakistan Army is a continuous process,
this helps in identifying the gay areas in overall operational
preparedness and combat worthiness of the institution. Training in
Pakistan Army is based on the operational role of the formation in
specific terrain.
f. Human Needs. The army adequately caters for all possible human
needs to keep its officers and soldiers in a fit state of mind. System
looks after individual as well as group needs as these directly
contribute towards enhancement of operational efficiency. It allows
adequate delegation of authority and initiative. There is sufficient
involvement of various echelons in decision making. Army has fair and
reliable system of promotion which ensures justice. It adequately caters
for individual as well as group motivation. It has a very effective system
of looking after the physical needs like, medical, housing, pay, dress,
leave, pension and rehabilitation on retirement.
f. Human Resource Management Systems (HRMS). HRMS has
modernise the functioning environment through comprehensive data
base interlinked on OAS. It is going to substantially assist both
command and staff streams to efficiently handle career management of
all ranks in Pakistan Army. Though complex, but working methodology
followed is likely to mature evolving into a fairly stream lined process
with passage of time.

PART IV
RECOMMENDATIONS
47. The recommendations are based on the in depth analysis of HRD in post
conflict environment and its relevance and pertinence to Pakistan. Delineation to this
effect are ensued in succeeding paras:-
a. Conflict Prevention Mechanism. Conflict prevention mechanism has
to be endured with patience, tenacity and consistent efforts.
Instruments to this effect are preventive diplomacy and mediation to
circumvent the conflict environment and management. Methodology to
contemplate is ensued as under:-
(1) Timing. Timing is crucial in consonance with the occurrences to
initiate when the potential conflict is ripe for the proposed
preventive action.
(2) Role of International Community. International community
wherever possible and practicable, should loose no opportunity
to support the development of constructive atmosphere for
peace, stability and progress.
(3) Regional Countries. Countries in the region should exercise
preventive diplomacy by circumventing disputes from becoming
open-armed conflict or from spreading or aggravating through
for a for a for dialogue, either bilateral or multilateral, formal or
informal.
(4) Mediation. Mediation should be pursued in reactive mode in
that it brings disputants to the negotiating table when dislocation
in the social set up might have already taken place and the
parties have come to accept that pursuing the conflict is unlikely
to achieve their goals.
b. Post Conflict Needs Assessment. Following three issues have
to be emphasized:-
(1) First, the distinction between the root causes of conflict,
destabilizing factors generated by the conflict, and risks
related to the peace process will be conceptually helpful to
address factors of conflict with socio-economic policies or
development assistance. In the early recovery phase, proximate

conflict factors might need more prioritisation than the root
causes of conflict and could be the only ones which could be
addressed realistically.
(2) Second, the idea of a needs assessment has its roots in
humanitarian assistance. Even if a development focus is
emphasized, it remains debateable how long-term development
perspective and economic growth ideas are integrated. The
framework focuses on the achievement of set goals in each
sector, but does not take into consideration an economic growth
analysis of key poverty-reducing sectors nor issues on a more
macroeconomic policy level.
(3) Third, UN and World Bank have identified following key
lessons to be learned in the PCNA processes:-
(a) Lack of an agreed overall vision for conflict transformation
and peace-building.
(b) Insufficient realism in the timelines.
(c) Inadequate links between priorities in the political as well
as security arena and in the economic as well as social
arena.
c. Consolidated Framework on Early Recovery. Key Elements
of a consolidated framework on early recovery are ensued below:-
(1) Multidisciplinary Approach. Integrate a multidisciplinary
approach covering humanitarian assistance, economic growth
and development, peace-building and security, and governance
as well as state- building.
(2) Objectives of Socio-Economic Policy. The objectives of
socio-economic policy in early post-conflict recovery are to avoid
negative effects aggravating conflict, to avoid relapses into
armed conflict and to support peace-building via development
activities.
(3) Economic Activities. They can be drivers of conflict and
can be driven by conflict. However, the inter-linkages between
economic activities as well as conflict are not clear and very
much depend on the specific context.

(4) Structural and Proximate Causes of Conflict. A balanced
view in addressing both structural and proximate causes of
conflict in the early post-conflict situation is needed.
(5) Trigger Factors. The root causes of former conflict are latent
factors that may expose a country to risk once certain trigger
factors are activated. The relation between country-specific
trigger factors and root causes is not clear. Trigger factors are
difficult to address.
(6) Short Medium and Long Term Results
(a) Proximate and destabilizing conflict factors are the
immediate layer and possibly the only factor which could
be addressed realistically with short-term results.
Nevertheless, economic growth and poverty reduction
are important to stabilize the situation in the medium to
long term.
(b) Post-conflict recovery is a fluid, non-linear and open
process requiring a combination of short and long-term
activities depending on the country context.
(c) Policy makers face serious trade-offs to decide between
short and long-term goals. Effective, short-term solutions
may not always be economically efficient in the long
term, but may be important in post-conflict situations.
(7) Bias of Economic Policy. One of the main challenges for
economic policy is to find the right balance between the
consolidation of political stability and not jeopardizing economic
stability.
(8) Prioritization. Prioritization and sequencing critically depend
on country-specific economic growth and political economy
analysis and the subsequent formulation of economic policies.
d. State Building and Governance. State-building is seen as a decisive
factor for stabilization and the translation of early recovery activities into
long-term development. The restoration of the state’s capability should
include the creation of professional public administration and civil
services, the establishment of mechanisms for oversight, accountability

and financial controls as well as the rebuilding of representative and
inclusive political institutions. The said factors will trigger the transition
phase of progress and prosperity.
e. Nexus between Human Development and Security. It is important to
note that human security is directly linked with human development.
Progress in one area enhances the chances of progress in the other,
but failure in one area also heightens the risk of failure in the other.
Marginalized or limited human development leads to a backlog of
human deprivation – poverty, hunger, disease or persisting disparities
between ethnic communities or between regions, leading to security
issues in a given country.
f. Permanent Policy Framework of State. Basic policy framework of the
state should be permanent and formulated on the basis of national
interest. Change or reviewing policies of the state by incoming
governments causes instability in multi-dimensional perspectives of
relationships, economic and resource management etcetera.In post-
conflict situations, the link between relief, rehabilitation and
development must be seen in a broader economic, social and political
context. To provide maximum flexibility and opportunity for innovation,
as well as foster administrative efficiency and cross-program
coordination, federal-state policies should be permanently designed to
meet the following suggested principles:-
(1) Cordial relationships with neighboring countries on the basis of
mutual interest and welfare.
(2) National integration and harmony.
(3) Sound economic management in following contexts:-
(a) Income dependency on a limited number of sectors to
maintain a robust economy (agricultural products or
industrial remittances).
(b) Stability of main macro-economic fundamentals (inflation,
public deficit, current accounts).
(c) The fairness of the management of natural resources;
anticipation of internal or external conflicts over natural
resources.

(d) Social welfare policies; education, health, sanitation and
development of safety nets and income policies.
(e) Tackling social inequalities for poverty reduction, merit,
land reforms and social programs.
g. Rehabilitation and Reintegration of Temporary Displaced
Personnel and Refugees. Reintegration has commonly been used for
both reinsertion and reintegration process. In general, activities should
include vocational training, apprenticeships, formal education,
counselling as well as medical services, financial and start-up support
for agriculture and alternative livelihoods or temporary employment
opportunities. However, practices show that reintegration programs
have often been limited to resettlement and reinsertion assistance only.
h. National Human Resource Development Strategy. In order to
progress and compete internationally, Pakistan needs to harness the
whole range of creative national capabilities, potential of high level
manpower and its optimum utilization. Human resource forms the most
meaningful base to economic growth and development The
recommended strategy should be based on Skill Development and
Training, elaborated as under:-
(1) Systematic Planning for Manpower Development. Planning
for a viable Human Resource Development Strategy should
consist of the following three elements:-
(a) Manpower Employment Planning. Formulation of
pragmatic policy, in collaboration with the sources of
labour market information to assess training needs.
(b) Vocational Training. Vocational training by providing
apprentices training and certification in various
occupations in the industry.
(c) Skill Development. Skill development to identify needs
of geographical area, prioritize them on market demand,
and to facilitate the training of workers.
(2) Public Sector Reforms. Government should is restructure
governmental and civil services structures and systems for
optimum human resource utilization. The lead for this initiative is

provided by the successful examples of some newly
industrialized and developing countries. This strategy of
building institutional capacity includes designing of structures
and systems for recruitment, training, career planning, human
resource development and compensation.
(3) Fulfilling Training Gaps for Facing Global Competition.
Investment in human resource development is necessary for
preparing the Pakistani industry to face the globalization
challenges as follows:-
(a) Increasing the productivity of workforce and improving the
quality of products. There is a need to create and nurture
a well-developed human capital base, with skills and work
ethics of highest quality.
(b) The country needs to switch to a strategy of better
educated, well trained employees with global orientation
and with more productive forms of work organization.
(4) Learning from International Best Practices. Pakistan should
keenly follow the best practices from developing countries which
have adopted successful models of human development and
poverty alleviation, such as Sri Lanka, Vietnam, South Korea
and Iran in their areas of excellence and expertise i.e., maternal
care, poverty alleviation, education and population planning,
respectively.
(5) Enhancing Knowledge-Based Human Capital. Pakistan
has to adopt a priority course of action to reverse the brain drain
and attract trained manpower from abroad, which augur well for
the future. The major thrust of programs being developed by the
Higher Education Commission should create a strong base of
highly qualified faculty members of Pakistani origin to bridge the
nation’s Ph.D. deficit.
i. Corporate Programs and Services. State should adopt corporate
programs and services of Human Resource Development in Pakistan
to impart constructive cost-assistance to various organization. Such
programs will enhance employee efficiency and develop organization

capability to trim down expenses, boost income and effectiveness.
j. Crisis Prevention and Recovery Mechanism. Pakistan has
experienced recurring disasters in recent years with militancy on border
areas and natural disasters. As the country attempts to recover from
these crises, through immediate humanitarian efforts and long-term
development goals through early recovery coordination and capacity
building. To this effect following projects are recommended:-
(1) Fostering Resilient Communities. The project should aim
to promote peace building and social cohesion in crisis affected
areas through the rehabilitation of community basic
infrastructure and to improve access of affected communities to
basic services and facilities.
(2) Disaster Risk Management Support. The project should
formulate a disaster risk management program and provide
operational and technical support to the national, provincial and
district disaster management authorities. The same should be
expanded by awareness visits to educational institutions and
communities.
(3) Priority to FATA Recovery Program. The Early Recovery
Assistance Framework (ERAF) designed to effectively respond
to the needs of the dislocated population of the Federally
Administered Tribal Areas (FATA), with primary focus on
restoring social, physical, institutional and economic systems in
the region.
k. Education
a. Policy. Sound and unanimous education policy is
indispensable. Though, after passing of 18th Amendment Bill in
the Constitution of Pakistan, education ministry ultimately
became a provincial subject. The province needs to call on joint
meeting of MoE to draft and agree upon one education policy as
to bring all systems of education under strict check.
b. Budget. The second very step after good governance is to
increase education budget from 2.5 % of GDP to 8% of GDP. To
increase education budget it means the government will have no

constraint of financing but, instead of, government will be able to
meet cope education matter according to its need.
l. Youth Empowerment Program. More than 31% of Pakistanis are
aged between 15 and 29 years. This ‘youth bulge’ provides unique
opportunities for the country’s social and economic uplift whereby the
latent potential of young people can be harnessed by providing
openings for growth and personal development. The focused
development will make young people divert from violence and conflicts,
a situation exacerbated by the volatile security situation of the country.
m. HRD of Pakistan Army in Conflict Embedded Environment. Army
stands out as the most well organised, efficient and a dependable
institution of state. It has till now met the challenges with courage and
resilience. The management and human resources development skills
can be termed fairly satisfactory. However, extensive operational
employment is imposing hindrances causing lack of intellectual
grooming, cursory knowledge about HRD, management skills, and
petite empowerment as the root causes is likely to be addressed.
Delineation to this effect are as under:-
(1) Psychological Grooming. Humans dealing warrant strong
moorings in personalities from psychological dimensions to act
as anchors. This implies a clear perception of human feelings,
emotions and potentials. Commanders not only have to optimize
on their subordinates potentials but have to exploit their own
talents as well.
(2) OERs. A new system of OER should be devised based on

tangible factors for final grading. Factors being considered
should be clarify ed at the start of the reporting year. Moreover,
present system of reporting in which an officer is reported upon
by an initiating officer (IO) under whose command he has been
posted to just before 30th of September may be reviewed, as it
discards major part of the year. It is suggested that the report of
said officer be initiated by the IO under whose command
maximum tenure (earlier part of the year) was spent.

(3) Objective Training Directives. Training directives need to be
prepared more prudently, with a due regard to constraints at
formation level. If there is a need to add training objectives in
every directive, it might be more pertinent to relegate some
lesser important facets of training. An over ambitious training
directive might not help but a simple and clear one is more likely
to pay dividends.
(4) Increase in Pay and Allowances. To ensure that a soldier
maintain a respectable standing of living, the existing pay scales
need a constant revision keeping in view the prevailing rate of
inflation.
(5) Increase in Foreign Secondments / United Nation Mission.
An effort should be made to send more number of troops on
secondments and foreign missions. Such employments are not
only appreciated for international military diplomacy and positive
contribution of state but also beneficial for the individual financial
improvement, exposure and experience for all ranks.

Conclusion
48. Pakistan faces considerable challenges in improving key indicators of human
development - education and health - due to years of neglect in policy making and
implementation issues. However, the current government has resolved to redress
the nation’s current state of poverty and human deprivation. The task may not be
accomplished in the short-term, but by embracing a coherent integrated strategy of
Poverty Alleviation and National Human Resource Development, backed by
sustained political will.

BIBLIOGRAPHY
1. Post Conflict Peace Building, Meeting Human Needs for Justice and
Reconciliation; author Wendy Lambourne – 2004.
2. Asia Pacific Human Development Report 2016; UNDP; author Than gavel
Palanivel.
3. Role of Armed Forces in Post Conflict Reconstruction and Rehabilitation;
General Statement by Malaysia; by Dr Ismail Bin Haji Ahmad.
4. Human Resource Development; author Stephen Gibb from Edinburgh
Business School; Heriot Watt University.
5. Early Recovery in Post Conflict Countries; Rolf Maier. Conceptual Study 2014.
6. Hayes,D.Louis,(1987), The crises of Education in Pakistan, Lahore:
7. Vanguard Book, Ltd.
8. 2. Hussain, Mazhar (2011, January, 2nd), Good supervision –key to quality
9. Education, The Dawn, Karachi, P, 23. Iqbal, M, (1981), Education in Pakistan,
10. Lahore: Aziz publishers.
11. The Challenges of Human Resource Development in Pakistan; by Nasim
Ashraf.
12. Human Resource Development by Zahid Ali Mubarak; Dawn Nov 2011.
13. Conflict Prevention Mechanisms, Mediation and Preventive Diplomacy; by
Ousmane Sowe; The Point for Freedom and Democracy.
14. Human Resource Development Challenges Faced in Transition in Developing
Countries; author Faruk Ahmadi FAMA University, Kosovo farukahmeti@gmail.com
15. HR Vision in Pakistan; author Syed Imtiaz Ali(www.whrppk.com)
imtiaz@whrppk.com.
16. https://en.wikipedia.org/wiki/Pakistan.
17. http://www.pk.undp.org/content/pakistan/en/home/operations .

Human Resource Development - in Post Conflict Environment

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HUMAN RESOURCE DEVELOPMENT IN POST CONFLICT

Mr. Numair Sulehri

Maj Eece Wali & Capt. Umar Abbas

MBA (3.5 Years)

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1. The paper intends to enlighten the challenges of human resources

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11. Role of International Community. The international community can play a

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14. Refugees and Temporary Displaced Personnel .6Post conflict challenges

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(1) The term recovery needs describes those priority investments in

human, material and social development which a society needs

to overcome the roots and consequences of violent conflict and

achieve political stability, security, justice and social equity.

(2) The recovery approach focuses on how best to restore the

capacity of the government and communities to rebuild and

recover from crisis and to prevent relapses. In so doing,

recovery seeks not only to catalyze sustainable development

activities but also to build upon earlier humanitarian programs to

ensure that their inputs become assets for development.

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typical time phases as under:-

(1) Stabilization in 12 months.

(2) Transformation / institution building in 1 – 2 years.

(3) Consolidation in 3 – 10 years.

e. Focal Issues. Three issues have to be emphasized:-

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Case Studies – Development Framework in Post Conflict Countries

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Stage 1 Stage 2 Stage 3 Stage 4

Stage 5 Stage 6 Stage 7 Stage 8

e. Critical Review. The German approach to early post-conflict

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To establish a United Malaysian Nation with a sense of common

To foster and develop a mature democratic society

To establish a fully caring society and culture

State Potentials vis-à-vis Focus of HRD. Malaysia is a

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30. Global Advancements.18Global changes and technological advancements

Impact of Pakistan’s Conflict Environment

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HRD Index 0.538 Literacy Rate 60 %