In an era of intensifying talent competition, organizations worldwide are seeking innovative approaches to convert human capital advantages into organizational growth. The Eswatini Revenue Service (ERS) is actively exploring this challenge through its human resource management modernization initiative.
A significant milestone in this journey was the virtual workshop on Competency-Based Human Resource Management (CBHRM) conducted by the World Customs Organization (WCO) from January 4-6, 2023, for ERS's senior management team. This event represents a crucial component of the revenue authority's broader HR transformation strategy.
Strategic Focus: Building Competency Frameworks
The customized CBHRM workshop featured HRM specialists from the Canada Border Services Agency and Liberia Revenue Authority guiding ten ERS executives. This engagement builds upon previous capacity-building efforts, including a 2020 executive training program in Pretoria and subsequent online sessions for working committees.
Conducted under the Accelerate Trade Facilitation Program framework, the virtual workshop pursued three primary objectives:
- Equipping senior leadership with competencies to align HR strategy with organizational goals
- Developing practical CBHRM tools for implementation
- Securing executive commitment for resource allocation and project oversight
ERS leadership demonstrated exceptional engagement throughout the sessions, reflecting their commitment to modernizing the organization's human capital approach through CBHRM methodologies.
From Theory to Implementation
Following earlier training initiatives, ERS has developed a strategic HR plan supporting two core objectives: establishing an integrated operational system for maximum efficiency and fostering a value-driven organizational culture. The revenue authority's management and HR modernization team are currently focused on creating and implementing competency-based tools.
The senior leadership has pledged ongoing support for the HRM modernization project, including necessary resource commitments. The WCO has expressed its intention to continue supporting ERS in achieving its modernization targets.
Core Components of Effective CBHRM
1. Competency Model Development
Effective implementation begins with defining job-specific competencies—the combination of knowledge, skills, and behaviors required for successful task completion. This process involves comprehensive job analysis, identification of key performance indicators, and creation of a standardized competency dictionary.
2. Recruitment Applications
Competency-based hiring utilizes behavioral interviews and situational assessments to evaluate candidates against predefined competency benchmarks. This approach enhances hiring accuracy and facilitates talent structure optimization.
3. Training Optimization
By analyzing competency gaps between current and desired performance levels, organizations can design targeted development programs that yield measurable improvements in workforce capabilities.
4. Performance Management Integration
Incorporating competency assessments into performance evaluations creates more objective measurement systems while motivating continuous professional development aligned with organizational needs.
Implementation Considerations
Successful CBHRM adoption requires executive sponsorship, organization-wide participation, and mechanisms for continuous improvement. The Liberia Revenue Authority's experience—particularly its emphasis on strategic alignment and data-driven decision making—offers valuable implementation insights for ERS.
As ERS progresses with its HR modernization agenda, the organization stands to develop a more professionalized workforce capable of supporting Eswatini's economic development objectives. The revenue authority's experience may also inform similar transformation efforts among peer institutions in developing economies.