10.4 Recommended actions – training: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
10.4 Recommended actions – training: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Women entrepreneurs, particularly in rural communities, need to be in the
communications loop regarding training opportunities. A series of regional seminars on
training and other business support and financing options should be developed and
delivered in all regions. Delivery organizations need to develop linkages with partners
which can host these sessions.
(ii) Continue to build on technical training opportunities
It is important to build on existing technical training initiatives, recognizing that
these need to be tied to infrastructure support (such as that provided by incubator
centres), reflective of identified market needs, and complemented by entrepreneurship
training and follow-up advisory services to help with implementation of all aspects of the
business.
(iii) Implement seminars to help women identify business opportunities with higher growth
potential
When starting micro-enterprises, many women do not consider the longer-term
sustainability of their enterprises. They have tended to select entrepreneurship as an
option based on their need for basic survival. Business ideas are taken from neighbours
and friends within their communities. In most cases, these ideas have brought women into a very competitive and local market that offers limited prospects for business
growth. Clearly, women must learn to think “out of the box” when identifying business
opportunities. Since this is a learnable skill, efforts should be made to design seminars
that help women identify business opportunities with higher growth potential. One key
informant expressed, “If we want to empower women, they must learn to identify market
opportunities.”
(iv) Adapt flexible training approaches to meet women’s needs
Training initiatives need to focus on “just in time” learning versus the more
traditional two to five-day classroom training approach. To achieve the desired
knowledge transfer objectives, follow-up should be incorporated in the training to assist
trainees with the practical application of the new knowledge. Follow-up sessions should
be one-on-one and take place at the training participant’s business location.
Women entrepreneurs stated that training programme delivery must take into
account that they often cannot leave their businesses and communities to attend weeklong
training programmes since they are dependent on the business income for their
livelihood; family responsibilities also require their presence at home. It is important that
programme delivery schedules accommodate this, and offer flexible timing and delivery
in both rural and urban communities.
(v) Develop training initiatives on the “how to” of preparing for and participating in trade
fairs
Several organizations reported initiatives that expose women to trade fairs. In order
to maximize the revenue-generating opportunities available at these events, women must
learn to effectively package, price, and display their products. Training approaches
should be developed to meet this need, and the ILO’s Improve Your Exhibition Skills
(IYES) materials39 could make a valuable contribution.
(vi) Implement a series of regionally delivered “managing for growth” training
programmes
A “managing for growth” training programme should be developed and made
available to women entrepreneurs across the country. This would be group-based,
delivered over a period of months, and incorporate counselling and mentoring initiatives.
The training approach should include a review of each woman’s existing operation –
SWOT analysis, new market opportunities identification, assessment of her ability to
enter these markets (issues pertaining to product, price, distribution, etc.), a capacity
evaluation (financial and resources), and the development of a growth plan. Access to
BDS providers should also be included in the programme, presenting opportunities for
women to identify “who can help” in their growth planning process.
(vii) Recruit and train successful women entrepreneurs as mentors
The utilization of successful women entrepreneurs as mentors for novice women
entrepreneurs represents an untapped resource. The role of the mentor is to share her
experiences in developing her own enterprise, to share networks and to coach the learner
in the application of new business management knowledge. An opportunity exists for
them to play a key role in the facilitation of knowledge transfer and confidence building.
These women also serve as role models to other women in the communities. Training initiatives could be enhanced by using these women in training follow-up roles. A lesson
learned from the Canadian experience is that the entire mentoring process is a growth
experience for the mentors as well as for the women they are assisting.
(viii) Increase the capacity of business trainers with emphasis on women in growth firms
(train-the-trainer)
Women entrepreneurs at the start-up stage repeatedly state that they prefer to learn
from other women. This relates to both cultural and confidence issues. To respond to this
preference, efforts should be made to train a roster of women trainers who possess good
educational backgrounds, sensitivity towards the women’s market, and MSE knowledge.
Since informants reported low skill levels in some trainers, it is important to improve the
capacity of existing trainers to deliver growth training programmes, as well as to respond
to any unique needs of women clients.
(ix) Implement exchange and study programmes to build competence
Initiatives should be put into place to expose micro-entrepreneurs to the practices of
successful women entrepreneurs from other regions of the country and other countries.
These women could be selected on the basis of their experience in identifying good
business opportunities, implementing good practices in small-scale production and
cottage craft industries and in developing markets, and be engaged to lead workshops
and seminars for other Tanzanian women-owned MSEs.
Opportunities should also be sought to support the capacity building of service
providers through study tours to other African countries and international
communities.
(x) Provide training on dealing with financial institutions and borrowing mechanisms
There is a low awareness of financing options among women entrepreneurs.
Workshops should be designed with the objective of helping women learn how to
prepare for (develop proposals) and approach financial institutions. Women also require
a better understanding of the mechanisms of borrowing and the relationship between the
injection of funds at certain stages of their development and business growth. Such
knowledge will help those women entrepreneurs who have a risk-adverse tendency .
(xi) Build the entrepreneurial capacity of vocational and training centres and universities
There should be a stronger focus on entrepreneurship training in vocational training
centres and universities, with a particular focus on reaching women students. UDEC and
other qualified and experienced centres should be engaged to deliver a series of
entrepreneurship workshops to vocational training centre instructors and professors in
order to build capacity, as well as to create more awareness of the gender issues in
education.
104 Recommended actions training Support for Growthoriented Women Entrepreneurs in Tanzania 2005 - To learn more about this author, visit International Labour Organization's Website.
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(i) Increase women’s awareness of the need for training and its availability
Women entrepreneurs, particularly in rural communities, need to be in the
communications loop regarding training opportunities. A series of regional seminars on
training and other business support and financing options should be developed and
delivered in all regions. Delivery organizations need to develop linkages with partners
which can host these sessions.
(ii) Continue to build on technical training opportunities
It is important to build on existing technical training initiatives, recognizing that
these need to be tied to infrastructure support (such as that provided by incubator
centres), reflective of identified market needs, and complemented by entrepreneurship
training and follow-up advisory services to help with implementation of all aspects of the
business.
(iii) Implement seminars to help women identify business opportunities with higher growth
potential
When starting micro-enterprises, many women do not consider the longer-term
sustainability of their enterprises. They have tended to select entrepreneurship as an
option based on their need for basic survival. Business ideas are taken from neighbours
and friends within their communities. In most cases, these ideas have brought women into a very competitive and local market that offers limited prospects for business
growth. Clearly, women must learn to think “out of the box” when identifying business
opportunities. Since this is a learnable skill, efforts should be made to design seminars
that help women identify business opportunities with higher growth potential. One key
informant expressed, “If we want to empower women, they must learn to identify market
opportunities.”
(iv) Adapt flexible training approaches to meet women’s needs
Training initiatives need to focus on “just in time” learning versus the more
traditional two to five-day classroom training approach. To achieve the desired
knowledge transfer objectives, follow-up should be incorporated in the training to assist
trainees with the practical application of the new knowledge. Follow-up sessions should
be one-on-one and take place at the training participant’s business location.
Women entrepreneurs stated that training programme delivery must take into
account that they often cannot leave their businesses and communities to attend weeklong
training programmes since they are dependent on the business income for their
livelihood; family responsibilities also require their presence at home. It is important that
programme delivery schedules accommodate this, and offer flexible timing and delivery
in both rural and urban communities.
(v) Develop training initiatives on the “how to” of preparing for and participating in trade
fairs
Several organizations reported initiatives that expose women to trade fairs. In order
to maximize the revenue-generating opportunities available at these events, women must
learn to effectively package, price, and display their products. Training approaches
should be developed to meet this need, and the ILO’s Improve Your Exhibition Skills
(IYES) materials39 could make a valuable contribution.
(vi) Implement a series of regionally delivered “managing for growth” training
programmes
A “managing for growth” training programme should be developed and made
available to women entrepreneurs across the country. This would be group-based,
delivered over a period of months, and incorporate counselling and mentoring initiatives.
The training approach should include a review of each woman’s existing operation –
SWOT analysis, new market opportunities identification, assessment of her ability to
enter these markets (issues pertaining to product, price, distribution, etc.), a capacity
evaluation (financial and resources), and the development of a growth plan. Access to
BDS providers should also be included in the programme, presenting opportunities for
women to identify “who can help” in their growth planning process.
(vii) Recruit and train successful women entrepreneurs as mentors
The utilization of successful women entrepreneurs as mentors for novice women
entrepreneurs represents an untapped resource. The role of the mentor is to share her
experiences in developing her own enterprise, to share networks and to coach the learner
in the application of new business management knowledge. An opportunity exists for
them to play a key role in the facilitation of knowledge transfer and confidence building.
These women also serve as role models to other women in the communities. Training initiatives could be enhanced by using these women in training follow-up roles. A lesson
learned from the Canadian experience is that the entire mentoring process is a growth
experience for the mentors as well as for the women they are assisting.
(viii) Increase the capacity of business trainers with emphasis on women in growth firms
(train-the-trainer)
Women entrepreneurs at the start-up stage repeatedly state that they prefer to learn
from other women. This relates to both cultural and confidence issues. To respond to this
preference, efforts should be made to train a roster of women trainers who possess good
educational backgrounds, sensitivity towards the women’s market, and MSE knowledge.
Since informants reported low skill levels in some trainers, it is important to improve the
capacity of existing trainers to deliver growth training programmes, as well as to respond
to any unique needs of women clients.
(ix) Implement exchange and study programmes to build competence
Initiatives should be put into place to expose micro-entrepreneurs to the practices of
successful women entrepreneurs from other regions of the country and other countries.
These women could be selected on the basis of their experience in identifying good
business opportunities, implementing good practices in small-scale production and
cottage craft industries and in developing markets, and be engaged to lead workshops
and seminars for other Tanzanian women-owned MSEs.
Opportunities should also be sought to support the capacity building of service
providers through study tours to other African countries and international
communities.
(x) Provide training on dealing with financial institutions and borrowing mechanisms
There is a low awareness of financing options among women entrepreneurs.
Workshops should be designed with the objective of helping women learn how to
prepare for (develop proposals) and approach financial institutions. Women also require
a better understanding of the mechanisms of borrowing and the relationship between the
injection of funds at certain stages of their development and business growth. Such
knowledge will help those women entrepreneurs who have a risk-adverse tendency .
(xi) Build the entrepreneurial capacity of vocational and training centres and universities
There should be a stronger focus on entrepreneurship training in vocational training
centres and universities, with a particular focus on reaching women students. UDEC and
other qualified and experienced centres should be engaged to deliver a series of
entrepreneurship workshops to vocational training centre instructors and professors in
order to build capacity, as well as to create more awareness of the gender issues in
education.
104 Recommended actions training Support for Growthoriented Women Entrepreneurs in Tanzania 2005 - To learn more about this author, visit International Labour Organization's Website.
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