National Human Resource Development in Transitioning Societies: The Case of Saudi Arabia

Abstract

This paper establishes an understanding of the Saudi National Human Resources Development (NHRD) and proposes effective strategies for improving the NHRD in the knowledge-based economy. Building on the foundations of HRD at the national level, provided by Harbison and Myers and the utilization of Paprock’s NHRD model for transitional societies, this article provides an in-depth analysis of the political, economic, and socio-cultural contexts in connection with NHRD environment. Challenges concerning the emerging workforce (e.g., jobseekers, women, and students) in the labor market are discussed. The analysis of the Saudi NHRD efforts shows the importance of addressing adaptive challenges through adaptive change. Based on the integrated findings, three workforce development strategies are proposed: (1) Build workforce adaptability to better navigate their careers, (2) create meaningful work and a family-friendly workplace, and (3) develop early career exploration programs and opportunities.