A learning experience

Every year, an increasing number of human resource and training practitioners are attracted by the Foundation for Human Resources Development (FHRD) to follow an academic programme related to their field of interest and work.

This is a reflection of an unrivalled perseverance and dedication by the management and staff of the foundation. I can personally testify to this professional approach by the executives of the foundation in every matter that concerned my studies.

The increasing popularity of the distance learning programmes offered by the Centre for Labour Market Studies (CLMS) is also an indication of the quality of these programmes, both in terms of their highly relevant academic content, as well as their design.

They have the ability to fulfil the expectations of the students, while remaining considerate of the limitations that are experienced by those who are normally already immersed in demanding roles at work and in their families.

In this respect, and on behalf of all graduands, I would also like to thank the CLMS's academic and the support staff for researching and producing study materials that are original, up to date, challenging, situational and applicable.

Maltese students can be highly discerning and selective individuals when it comes to the quality of academic reflection. Therefore, I would not hesitate to state that the programmes and tutorship offered by the CLMS are to be commended.

It was during a time of career transition that I decided to enrol for the diploma programme in Human Resource Management. I felt the need to supplement and support my natural inclination towards the HR function with professional and academic development. This programme turned out to be a milestone in my personal development.

The first lesson I learnt was that the process itself of continuing my adult education pointed towards the great value of lifelong learning by the employees and the organisation that I am humbly trying to serve.

'Acquiring the taste' for continuous training and development may not come easy to individuals and business-oriented institutions but, at the end of the day, it may be the make or break, the success or failure of that organisation.

Resistance to learning means a resistance to change, and this will, in turn, shorten the lifespan of individual growth and organisational development.

Over a good ten years or so, Malta has been caught up in a whirlwind of change from all aspects: cultural, sociological, economic and political.

This change has been brought about by an innumerable set of foreign and domestic influences, such as globalisation, that, many a time, resulted in a state of helplessness due to our unpreparedness.

For us in Malta, the event of the European Union's enlargement on May 1 this year has opened a new and interesting chapter in this process of globalisation. Malta will face particular challenges in this respect, now that protectionist policies practised in the past have disappeared, and open competition has become a daily reality.

Marshall McLuhan's prophetic view of the world as a 'global village' is a tangible fact. Everything has become accessible instantaneously and simultaneously, owing to a decoupling of space and time. Thus, geographical distance has greatly diminished in its importance.

The past few months have been marked by innumerable open discussions about Malta's significant drop in its competitive advantage. The experience and possibility of having leading manufacturing industries relocating to North Africa and the Far East leaves us with a major struggle in trying to redefine and justify our competitive advantage.

Another important challenge we will be facing is the aspect of employee migration from one country to another, in pursuit of better employment conditions.

This state of affairs calls for an urgent review of the nature and role of HR professionals, whose contribution must be considered as a vital component within the socio-economic framework of our society.

In my humble opinion, today, HR professionals are called to become what I term "Global Human Resource Managers". The main attribute of a "Global Human Resource Manager" should be open-mindedness.

The skill of open-mindedness demonstrates itself in a readiness to participate in regular benchmarking exercises. This is essential to evaluate the relative positioning of the organisation with respect to the global situation, to establish causes and devise improvement actions that would lead to more successful and competitive operations within the global market.

The open-minded HR practitioner should also keep all options open with respect to the recruitment and selection of new employees. This will be essential in view of the need to possibly tap alternative labour markets, in order to source the human capital for the organisation.

This calls for the development of particular skills aimed at gaining insight into different world cultures, of determining the 'best fit' personality types and to act as facilitator in the adaptation of foreign cultures to the local culture and vice-versa.

A global HR function must necessarily occupy a strategic role within any organisation. It must be able to motivate employees, and gain commitment - 'the hearts and minds' of employees, to help the organisation achieve and maintain its competitive advantage. It must be able to deal with conflict by managing the climate and culture, and opens the whole concept of training and development by transforming the organisation into a learning company.

Such responsibilities imply that HR management is called to take up a pro-active role and to be positioned as close as possible to the strategic core of an organisation. This also means that there cannot simply be a 'top-down' strategic HR management approach, without co-operation from a diversified workforce.

People do not simply respond to idealistic-sounding initiatives simply because they come from top management. To this effect, the importance of ongoing performance management systems that are able to reinforce the principles of 'direct participation' and 'accountability' among employees cannot be underestimated.

The implementation of relevant and cost-effective employee development initiatives, coupled with adequate employee reward schemes, would go a long way in enhancing the level of employee motivation. However an open-minded HR manager must also be in a position to identify the weaknesses of the organisational structure or culture, and to recommend appropriate corrective actions that may sometimes lead to bold and unpleasant decisions.

A global HR function must also be positioned at a strategic level within the national framework. Just as any organisation must feel the obligation to be 'a learning organisation', Malta needs to become 'a learning nation'. This is not merely an extravagant idea but a requirement that stems from the need to be and remain competitive.

Such a disposition must be ingrained in our educational institutions that should strive, more than ever before, to develop bright, but adaptable, flexible and retrainable persons. Such prospective employees will be able to understand that today's economic climate has no place for complacency, status quo and self-indulgence.

An important step towards a national strategic positioning of the HR and development functions must necessarily be the recognition of its professional status, which must be supported by adequate legislation, together with the drawing up of a much needed code of ethics.

Moreover, the government should encourage every organisation to allocate sufficient resources to the proper management and development of its employees, irrespective of its size and financial stability.

The FHRD deserves every praise and recognition by all social, economic and political entities in Malta for the ability to live up to its commitment "to promote people management and development practices, as well as the development of the human resource profession in Malta".

Mr Mifsud has successfully read for a diploma in Human Resources Development with the Centre for Labour Market Studies of Leicester University. He currently works as human resource manager at Carlo Gavazzi Ltd.