XV.      Training

15.1      From an aid management perspective, capacity development support must be tailored to build partnerships, ensure a more authentic ownership and to ameliorate the risk that new PBA-based aid modalities may unintentionally restrict institutional development through donor encroachment in Government decision-making processes and through an inappropriate use of TA.

15.2      It is also important to note that there is a long history of training supported by external resources, yet there is still a significant demand for training in basic skills. Although much of these requests are intended to secure training that will build existing strengths, there must remain a question about the effectiveness of previous training. This observation becomes more disconcerting when taking into account the evidence that CRDB are evidently enthusiastic learners, as witnessed by the preparedness of many to fund their own training and career development from their own pockets.

15.3     There may therefore be a mis-match between the training that is demanded and that which is provided. This should be investigated further as, although training should be tailored to meet the needs of the post holder in doing his/her job, it should also be of interest to the staff member. If it is not, there will be continued high drop-out rates, which is a waste of precious resources in terms of both time and money.

15.4      Three types of analysis might be considered:

1. Analysis of training already done, how it was selected and prepared, and the completion rates associated with each kind of training;

2. Assessment of how useful the training database has been in informing human resource development policy across CRDB;

3. Assessment of future training needs tailored according to these findings and modalities for keeping records and assessing training relevance/quality.

Skills Training

15.5      Providing support for various types of training for the CRDB staff is a core element of the Capacity Development Strategy for CRDB that, if implemented well, will enable the organisation to retain as well as utilise its staff. To be effective in enhancing the job performance of staff members, an important criteria in selecting a training program is the relevance of the proposed training program to current job functions. Application of the criteria – and delivery of combined training - will maximise the impact of training.

Table Fifteen. Skills and Training Modalities

15.6      To ensure that staff members attending training programs are making a serious effort to learn, a monitoring system will be used that will include a training database to maintain a record of staff member's attendance and performance. Training (attendance and completion) will be included amongst staff’s performance management criteria.

15.7     The training programs that are needed by CRDB staff to build their capacity in the core, technical and strategic skills identified in Section V will include, on a highly selective basis, formal degree programs offered by recognised institutions in Cambodia and, where scholarships can be identified, outside of Cambodia.

Management Training

15.8     Training of mid- and senior-level managers will be critical to the Capacity Development Strategy attaining its objectives of improved organisational performance. The workflow and management section identify several areas of required management training that relate to strategic planning, performance and results-based management (of tasks and staff), time management and monitoring of outputs. Exposure to change management principles will also be necessary to ensure that managers can champion the implementation of the Capacity Development Strategy, as well as play their part in supporting the RGC's broader reform agenda.

15.9     In addition, the new aid environment, typified by the Paris Declaration, requires that, in addition to advanced aid management competencies, CRDB managers all have the inter-personal and communication skills required to operate effectively in the new partnership-based and programme-modality aid environment.

15.10    While technical support and skills development has often formed the mainstay of traditional capacity development approaches, there are also important qualitative management aspects of capacity development. These may be thought of as the competencies that “crowd in” more traditional technical skills and include developing the management style that will assist in executing their aid management responsibilities as well as in their general management role within CRDB. Specific skills include partnership building, communication and negotiation skills, mediating and brokering, and leading a policy dialogue.

Training Modalities

15.11    In the context of broader public service reforms, individual training modalities will be identified from amongst the following

1. On the job, task-based training

2. Coaching and mentoring

3. Training others through leading seminars

4. Work shadowing

5. Sharing, through seminars, of strategic policy papers and literature

6. Development of manuals and guidelines on routine tasks

15.12    In the context of broader public service reforms, Departmental and group training will be identified from amongst the following:

1. Study tours, especially to promote South-South cooperation

2. Diagnostic and analytical studies/reviews (including workflow analysis)

3. Departmental reviews

4. Organisational reviews

5. Critical incident learning (e.g. after a particular event such as CDCF)

6. CRDB office retreats (for results-based training, performance management)

15.13    The MDSP and JICA projects will also continue to provide technical assistance, in addition to the financial resources associated with these projects. This expertise should be seen as a resource to be called on by CRDB. Similarly, any additional expertise that is required to be retained on a short-term basis may be brought in through one of the projects in consultation with CRDB management, or, in the case of public service reform activities, in consultations between CRDB and the Council for Administrative Reform (CAR).

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