7.3.1 Pro-poor development: Mainstreaming skills development for the poor
7.3.1 Pro-poor development: Mainstreaming skills development for the poor
Pro-poor development strategies will differ from one country to another, but there is general agreement that all strategies should be based on high and sustainable labour-intensive economic growth with strong support for the social sectors and the provision of safety nets for the most vulnerable. Other key objectives are the strengthening of civil society and the major decentralisation of political and economic power linked with the empowerment of local communities that will allow the full participation of the poor in local economic development.
While human resource development among the poor is at the very centre of pro-poor development strategies, it is likely that without a clear sense of what the role of training should be, government support for training of the poor will continue to be marginalised. This task will be that much harder so long as leading VET policy analysts and other experts continue to express serious reservations about the role of training. Just as microfinance for the poor has a large cadre of 'product champions' world wide, so too must training and skills development.
Making the case for training for the poor and disadvantaged is not going to be easy precisely because so much of the 'training crisis' is due to the failure to deliver formalised training that does demonstrably make a difference to more than a tiny proportion of the poor. A top priority is to assemble information concerning successful training interventions and to consider their potential for scaling-up.
EMPLOYMENT AND TRAINING
PAPERS
43
Learning to change: Skills
development among the
economically vulnerable and
socially excluded in
developing countries
Paul Bennell
Employment and Training Department
International Labour Office Geneva
First published 1999
731 Propoor development Mainstreaming skills development for the poor - To learn more about this author, visit International Labour Organization's Website.
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Creating a training system that effectively supports the needs of the poor can only be done as part of a broader pro-poor development strategy. Training on its own cannot solve the fundamental underlying problem of the lack of productive employment opportunities for EVSE. It must be linked to broader processes of economic and social change.
Pro-poor development strategies will differ from one country to another, but there is general agreement that all strategies should be based on high and sustainable labour-intensive economic growth with strong support for the social sectors and the provision of safety nets for the most vulnerable. Other key objectives are the strengthening of civil society and the major decentralisation of political and economic power linked with the empowerment of local communities that will allow the full participation of the poor in local economic development.
While human resource development among the poor is at the very centre of pro-poor development strategies, it is likely that without a clear sense of what the role of training should be, government support for training of the poor will continue to be marginalised. This task will be that much harder so long as leading VET policy analysts and other experts continue to express serious reservations about the role of training. Just as microfinance for the poor has a large cadre of 'product champions' world wide, so too must training and skills development.
Making the case for training for the poor and disadvantaged is not going to be easy precisely because so much of the 'training crisis' is due to the failure to deliver formalised training that does demonstrably make a difference to more than a tiny proportion of the poor. A top priority is to assemble information concerning successful training interventions and to consider their potential for scaling-up.
EMPLOYMENT AND TRAINING
PAPERS
43
Learning to change: Skills
development among the
economically vulnerable and
socially excluded in
developing countries
Paul Bennell
Employment and Training Department
International Labour Office Geneva
First published 1999
731 Propoor development Mainstreaming skills development for the poor - To learn more about this author, visit International Labour Organization's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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