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Human Resource Development for the
Central Pollution Control Board
National Comprehensive Training Needs Assessment
CPCB-InWEnt-GTZ/ASEM
Concept for the Environmental Training Unit CPCB
ifanos concept&planung
P. Bank / F. Bemmerlein-Lux
Conceptual
MandateAt the national conference of Ministers of Environment and Forests in 2001 in Coimbatore it is documented under the headline
“Functioning of Pollution Control Boards and Effective Implementation
of Environmental Laws”:
“Training of personnel, for which programme shall be drawn up by
the CPCB”
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$
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SAIL(Ranchi)
ETI(Chennai)
TERI, SPA, NPC(Delhi)
EPTRI(Hyderabad)
CEPT(Ahmedabad)
DMI(Bhopal)
NationalAssessmen
t
The TNA and the development of a HRD strategy at this point is at the National level.
It will therefore lead to a National Human Resource Development Programme for the Pollution Control Boards and related Institutions and Organisations.
Why TNAWhat has to be done?……… a list of training measures (courses, exposures, Hands on training etc.)
But how to construct such a list?What kind of capacity building is needed for whom? – And when?
How to measure the effects and impacts of the implementation of training courses?
What courses and for whom are most important?
How to allocate scarce resources wisely?How to acquire new resources for capacity building?...
Procedure:
Development of the HRD Training Programme
Training Needs Assessment
Target Group Identification
Identification Training Institutes
Design of Structure
Definition of Strategy
Operational Plan
Training Types and Content
For whom?
What & why
Who?
How?
When?
Training Impact Evaluation
Derive Training Needs
Deficits
Existing structures capacities
and competence
Existing structures capacities
and competence
Target Groups with their specific
requirements
Target groups deficits:AwarenessKnowledgeSkills
Institutional deficits:RegulationsStructureCompetence
Derived TN
Requirements for effective
plan preparation & implementatio
n
Requirements for effective
plan preparation & implementatio
n
ExampleReporting
Requirements
standardisedfact orientedregulardefined reporting linesetc.
Existing
not standardisednarrativesporadicreporting lines inaccurateetc.
Training NeedA skills training module for reporting is outlined
It has to be adapted to different target groups according to their function, responsibilities and tasks.
Capacity BuildingThe institution is supported to establish effective reporting lines
Example: Reporting:Derive
Training Needs
Procedure
Target Groups
Example
Reporting
TG I: 1st Level Officer, etc.: Has to know: report writing, design guidelines for reporting, define reporting lines, manage reporting lines, summarize reports, check quality of reports etc.
TG II: 2nd Level Officer, etc.: Has to know: understand guidelines, write reports, deliver reports, ....
The strengthening of reporting skills creates a common understanding and contributes to the institutional integration on different levels and actors.
From Training needs to training courses
Training types
Training Modules
The planned training courses will have to be characterised according to a standardised format. It should contain all the necessary information (TOR) to start the design of such a training course.
Target Groups with their specific
requirements
Deficits in Awareness, skills and
knowledge
Institutional Deficits
HRDP Programm
e (different types of Training
measures)
The Relations of the Training Management - ETU
Training Manageme
nt
Training Course Providers (NTIs),
Trainers
ManagementAdministration
Key persons
Target GroupsTarget Institutions
Beneficiaries
The Training Cycle
The Training Cycle
Evaluation
Implementation
Deriving Objectives
Assessing the Needs
requirements
requirements
requirements
The Training Management has to organise the training process in close cooperation with all the stakeholders
Evaluation and
Feedback
EvaluationCommunication
Feedback
Input Process
Output 1
Output 2
Output 4
Output 3
Results
Training objectivesDesignDelivery
Training’s impact on participants reactions
Training’s impact on knowledge, skills and attitudes
Training’s impact on job performance
Training’s impact on organisational performance
Performance discrepanciesCompetency improvement needs
Training’s impact on quality of service
Suggestions for ETU
• Extend the TNA and HRD to all fields of CPCB/SPCB activities
• Initiate and support a Network of Training Managers / Responsible in SPCB
• Organise and lead the ET net (training providers)
• Design and compile a “training management handbook” for the HRDP Process Implement
• Adapt, amend and update the HRD strategy according to urgent emerging needs
• Initiate awareness campaigns and support SPCB to implement them
• Responsibility for the proper documentation and reporting in the system
• Organise internal workshops and coordination meetings
• Look for additional funds and financing• …..