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ASEM Human Resource Development Programme on Environment. Procedures, Instruments and Tools for Training Management. Planning and development of a HRD Programme Needs Assessment Operation Planning Evaluation and Planning Workshop. Position of the Training Management. Quality Assurance
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Procedures, Instruments and Tools for Training Management
Human Resources of the Target Organisations
What Awareness and mind-set, knowledge and skills do they need to be able to perform in the future?
What training events are necessary to bring them there?
What institutional changes are necessary that they can use their new skills?
Who is going to guide and supervise this change process?
Who is going to train the people? – Training Providers
Who is monitoring and evaluation the success and adjust the measures?
Each ASEM Project starts to prepare a project operation plan. All HRD events are compiled and joined and an overall ASEM HRD programme for each year is derived
Input from project coordinators (and others) about HRD needs in their projects
HRDP-Standard Course Characterisation Form
Input from other sources:
New ideas of ASEM
Through the yearly “Evaluation and Planning Workshop”
See: Workflow for the preparation of the yearly “Evaluation and Planning Workshop”
Course Characterisation Form CCF
Checklist for (training) reports
Templatefor participants lists
Package for course/workshop evaluation
Guide for contracts and training providers
Usefulness for work
Atmosphere during work
Performance of trainers
Quality Assessment & Control
Daily fast Assessment of Training Sessions
Example analyses of a series of rapid assessments of course modules
Message: only after the whole course the usefulness became obvious
Message: Trainers improved their performance to structure the course
Training Report Contents
fixed in ToR for the training provider
CAPACITY BUILDING PROGRAMME (plan)
Training reports, documents in WEB platform
Awareness and Skills training ACTIVITY
OUTPUT: Trained Individuals, Material, concepts, Agreements
USE OF OUTPUT (outcome):
Participants apply and use the output for behavioural, institutional and/or process change
Observation, documentation / reports / feedback from sending organisations / improved project performance, “work history”
Final Project / Programme assessment
Direct and indirect IMPACTS (benefits):
Improvements in performance of individuals, systems, livelihoods ...
Monitoring, programme reports, “work history”
Decision to develop a platform
Clearly define the all the work flows of capacity building related processes
Responsibilities and different performance and access rights are an integral part of the work flows
Translate work flows into the platform architecture (ContentsManagement Architecture)
Decide for the system to be used
Implement the architecture
Train users as authors, editors and administrators
Adjust or redefine responsibilities
A “Content Management System” is strengthening of the ownership of experts through self-publishing
Assessment of training courses
Proper description of proposals and concepts
Integration of interactive components and group work into the courses
Modularisation of courses
Documentation of training materialStepwise introduction and development of a quality system