This Capstone paper explores the question of how more effective human resource management and organizational structuring can be used as tools for responding to needs in Countries in Special Development Situations (CSDS) while forging the path for sustainable development. It examines, through the use of current international human resource literature and guidance from former CSDS managers, four functional areas of human resource management, the organizational context of operations and change, and a case study of a country in a crisis situation. The conclusions drawn throughout the paper and the implications for sustainable development identify the advantages of a movement toward human resource-centered organizational development and social policy. This paper serves as a practical guide for international human resource practitioners and professionals, particularly those in the Development field. At the same time, the paper is intended to raise consciousness with regard to the cultural implications of human resource management and the possible consequences of an organization's deviation from its mission, goals and objectives.