1.1. Introduction

In today’s world of swiftly booming technological advancement, unpredictable customer

preferences and severe competitions, the continued survival and prosperity of organizations,

regardless of their type, is hardly possible without conscious efforts to realign operational

priorities with the demands of the changing environment. Thus, successful achievement of

the fundamental objectives of organizations is highly dependent on their ability to attune their

operational focuses to the realities on the ground.

Cognizant of this fact, Somali regional state capacity building bureau has recently embarked

on an initiative aimed at redefining its major businesses in light of the objective demands. The

bureau envisions bringing about radical change in its performance by applying Business Process

Reengineering as a main tool. To this end, the existing Human Resources Development (HRD)

core process has been identified to be an important candidate for the reengineering initiative.

An existence of a HRD system which systematically coordinates the continuous human

resource development, motivates civil servant to high level of performance, and ensures that

they continue to maintain their commitment is essential to the successful achievement of the

regional institutions mission and vision. However, because of traditional operational focuses, the

existing HRD system of the bureau has for long been engulfed with a number of managerial and

functional inefficiencies.

In view of this, the bureau has assigned team consisting of four members to assess the basic

features of the existing HRD system and redesign a new process that can contribute to the

realization of the required change of region. Finally the HRD redesign team of SRS Capacity

Building Bureau has identified major and detail activities of HRD,