Overview – Staff Development

1. Overview – Staff Development Overview The Staff Development component defines the implications of the transition on staff capacity and people’s ability to perform in their new roles. It is used as a guide to conduct a needs analysis, develop a training plan and knowledge transfer plan. • Purpose • The success of any transition relies on people being able to perform in their new roles. In addition to staff development through training, there are several benefits for conducting knowledge transfer from people moving into another role or leaving the organization. • Increase staff morale and job satisfaction • Appropriate and role specific skills and knowledge among staff • Lower dependency on specific individuals • Maintain key business process, policy and program knowledge • Work collaboratively between teams to successfully transfer the knowledge required to effectively support both current and future programs • Quality documentation of existing skills, knowledge and information are developed and retained for future use • Maintain support levels and minimize disruption during the transition period • Roles & Responsibilities • It is important that the people who have designed the new organization structure are also involved in analyzing and determining the staff development activities (likely to be several members of the SMT team). • If a person is leaving the organization, it is common that he or she will take the lead role in developing the Knowledge Transfer Plan. The person leaving the role and the person taking over the tasks will own the plan together and will ensure knowledge transfer events are taking place. • CARE Resources • CARE Tajikistan / Bolivia – Becky Myton (ACD-Program) for Knowledge Transfer • CARE Angola – Daniel Miji • Inputs • Organization structure • Job Descriptions (old and new) • Templates • Knowledge Transfer Plan template • Samples • Angola Capacity Building plan and overview of capacity building elements • Tajikistan Knowledge transfer plan • Agenda for Staff Development Planning Session • Hints and Tips for Coaching and Mentoring Timeframe & Dependencies Start the analysis once the new organization structure has been defined and people have been confirmed in their new roles. Start early, the more training that can be done prior to transitioning, the better. If staff development involves knowledge transfer of someone leaving the organisation as part of transition – be sure to leave enough time to capture all knowledge before the staff departs the organization. © 2006 Accenture. All rights reserved.

2. Guide – Staff Development High-Level Process Flow: 1 Getting started 2 Determine staff development needs 3 Develop training plan 4 Develop knowledge transfer plan 5 Manage and execute plans © 2006 Accenture. All rights reserved.

3. Guide – Staff Development © 2006 Accenture. All rights reserved.

4. Guide – Staff Development © 2006 Accenture. All rights reserved.

5. Guide – Staff Development • Hints & Tips • Where possible, schedule learning so that you reduce staff time away from the job due to training. • Ensure that you address the content specific to the person or group being impacted by the change. • Provide material which is relevant to the audience and presented within their job context. • Conduct training at commensurate level of employee skill (set realistic expectations). • Enable users to understand the business benefits and the need for change (align training plans with change management and communications planning). • Provide on-going support at the time of need and in the right format, for example: • Quick reference cards • Specific instructions for common organization processes ("How-to manual") • Troubleshooting tips/frequently asked questions • Provide ongoing support through coaching and mentoring © 2006 Accenture. All rights reserved.

6. Sample - Agenda for Staff Development Planning Session • Determine Training and Capacity Building Needs • CO • Sub-Office • Functions / Specific People • Where could Knowledge Sharing be beneficial? • Where are they the same – can we group any of the needs (CO/SO/people) • Determine Available Training and Capacity building Methods • What has been used in the past? • What has worked well / could work better? • What is available in the country / outside of the country? • What are some other options / brainstorm? • Investigate Capacity Building Support • What support is available (ATL / RMU / Trainers, Materials, etc.)? • What support would we like? • Discuss Capacity Building Challenges and Barriers for Particular Area – determine mitigation activities • Assign Responsible / Accountable for Capacity Building • Who is responsible for the training plan? • Other Discussion topics • Should we set up an Experts Network (ie. for Procurement – what else?) • Do we need to implement policy that if person leaves and expensive training (then must pay back if leaves within 12 months)? • Draft Training Plan • Who, when and where • When is the training going to take place? • What activities are needed to organize the training? • Who is responsible for doing the action? • Align to CARE available tools and methods • Complete and agree on actions, next steps and who is responsibilities for what © 2006 Accenture. All rights reserved.

7. Sample - Capacity Building Overview (Angola) < Insert CO Name > Capacity Building Program Specific Capacity Building General Capacity Building Knowledge Transfer Coaching and Mentoring • Orientation Training • Language (English) • Finance • HR Management • Systems (eg SCALA) • Monitoring and Evaluation • Proposal Development • CARE Policies and Procedures (refresher / orientation) • Vision and Values (refresher / orientation) • Accountability / Responsibility • Conflict Resolution • Transparency – what does it mean • Etc. • New Roles • Promotions / Advancements • Succession planning • Existing Roles across CO/SO (ex. M&E) • New Roles • Everyday coaching • Mentoring High Level Components • Classroom training • External Training Courses • Workshops • Hints & Tips • Classroom training • External Training Courses • Presentations • Peer Sessions • Discussions • Hints & Tips • Regional / International visitors / Consultancies • Use existing CARE Approach and Materials • One on one sessions • On-the-job • Where performance issues have been identified • CARE Materials: Tips for Giving Feedback . Link to performance management • Scheduled meetings and works shadowing • Site and Field visits • Use existing CARE Approach and Materials Sample Delivery Methods © 2006 Accenture. All rights reserved.

8. Sample - Capacity Building Elements (Angola) © 2006 Accenture. All rights reserved.

9. Knowledge Sharing Overview • Objectives of Knowledge Sharing • Establishing key relationships • Identifying key information and knowledge required • Documenting key processes and contacts • Sharing success stories / hints and tips for improvement • In order to maintain continuity of business operations as well as transfer all relevant knowledge to the new person, a number of activities will be undertaken • Overlap in responsibilities between < enter weeks as per case by case basis > weeks • Overview / workshop / meeting • Detailed overview of key responsibilities • Relevant Processes Overview • Status Reporting • Individual responsibilities • Dependencies / issues • Other areas of key responsibilities • Overview meetings with relevant other people from the team/ organization • < Enter team names > • < Enter other key contacts > • Handover of Responsibilities (Planning, Reporting and Daily activities) • Ongoing for the next < Enter relevant timing> weeks, the new person will phone/meet weekly to validate approach, progress and issue resolution. © 2006 Accenture. All rights reserved.

10. Template - Knowledge Transfer Plan < Enter Major Responsibility Area> < Enter Major Responsibility Area> < Enter Major Responsibility Area> < Enter Major Responsibility Area> < Enter Major Responsibility Area> < Enter Major Responsibility Area> Plan for < Enter Name of Participant > handover and knowledge sharing Overlap in Activities / Hands-on Coaching And Support Overview / Discussions Planning • Plan handover • Identify Successors • Gain commitment from leadership • Communicate to all involved • Schedule Meetings with Key stakeholders / key relationships • Document of key processes Final Handover Agreed timeline and objectives 1 week <Enter timing> <Enter timing> 1- 2 months Successor Identified <Enter Date> © 2006 Accenture. All rights reserved.

11. Hints and Tips for Coaching and Mentoring • Mentor Tips • Make your role as a mentor a high priority - make time and keep the commitment. Don’t wait for your mentee to call - be in regular communication. • Be positive and honest with your mentee. • Share your experiences and tell your stories - personal scenarios offer valuable, often unforgettable insight. • Share your failures and successes - both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. • Build a relationship in which the mentee feels comfortable raising personal and professional difficulties openly. • Network with other mentors for ideas and support. • Respect confidentiality and at the outset, identify “ground rules” for confidentiality with your mentee. • Mentee Tips • Strive to gain the respect and trust of your mentor. • Show interest in the projects, ideas, thoughts and abilities of your mentor. • Give your mentor feedback on how your relationship is working. • Respect the confidentiality of mentoring discussions. Don’t repeat confidential or sensitive information about people, projects, or politics that your mentor may share with you. • Take responsibility for managing your career. • Be honest and realistic in your self-assessment of skills and knowledge and validate these with your mentors. • Be respectful of your mentor’s time and express appreciation. Learn from your mentor’s successes and failures. • Look for multiple mentors who can guide you in a variety of areas. © 2006 Accenture. All rights reserved.