MasterTrainer Guide

of the ILO-Start and Improve Your Business Sri Lanka project

2nd edition

International Labour Organization2003

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Table of Contents Introduction 4 PART I FOCUS ON SIYB MASTERS

I.1. Introduction of the master trainer concept

I.1.1. What is an SIYB master trainer? 5

I.1.2. Key tasks of master trainers in the SIYB Sri Lanka project 5 I.2. How to become an SIYB master trainer in Sri Lanka

I.2.1. The steps of the trainer development program 6

I.2.2. Graduation criteria 9 I.3. The link between master trainers and program sustainability

I.3.1. What does ‘program sustainability’ mean? 11

I.3.2. Dimensions of program sustainability 11

I.3.3. Master trainers: Custodians of technical sustainability 15 PART II GUIDELINES FOR SIYB MASTER TRAINERS

II.1. Product development

II.1.1. Product development and master trainers 17

II.1.2. Training materials revision 17 Why training materials revisions? 17 When? 17 Who is involved? 18 Who pays? 18 How to do it 18

II.1.3. Development of sectoral material adaptations 21 What is a sectoral materials adaptation? 21 Who is involved in the development process? 21 Who pays 21 How to do it 21

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II.2. Marketing

II.2.1. Marketing and master trainers 24

II.2.2. Promoting SIYB to BDS organizations 24 Mass marketing versus selective promotion 24

How to selectively promote access to the SIYB program 24 II.3. Program management support

II.3.1. Program management support and master trainers 29

II.3.2. Marketing workshops 29 What is a marketing workshop? 30 How to select the right workshop participants 30 How to carry out a TNA 31 How to facilitate the training intervention 31 Follow-up after training 32

II.3.3. Management advisory services 32 How to analyze the flow of work in the SIYB training cycle 33 How to improve training productivity 37 How to design a productivity improvement plan 41

II.3.4. Facilitation of BDS networks 46 What is a BDS? 46 What is a BDS network? 47 What is the purpose of a BDS network? 50 How to facilitate BDS networks 50

II.4. Quality control

II.4.1. Quality control and master trainers 53

II.4.2. The quality control system of the SIYB program 53 System set-up 53

Quality control tools 54 Quality standards 58 How to encourage compliance 60

II.5. Trainer development

II.5.1. Trainer development and master trainers 62

II.5.2. The trainer development cycle 62 Selection of new entries 62 Training needs analysis 64 Training of trainers 64 Follow-up support after training 68 Trainer certification 70 Selection of new entries for a master trainer seminar 70

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ANNEX (Volume II of the master trainer guide)

Description of the SIYB program Selection questionnaire for potential SIYB training organizations Standard TOT session plans TOT seminar checklist Trainer application form Trainer selection questionnaire with interview guidelines and score sheet TOT seminar examination papers TOT seminar evaluation forms TOT seminar activity report Trainer performance card Macro for a MoU between master trainers and training organizations Sessions plans for the marketing workshop for training coordinators Marketing workshop application form Marketing workshop TNA form Marketing workshop activity report

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Introduction This is the second edition of the master trainers guide for the SIYB Sri Lanka project. The objective of this guide is to enable SIYB master trainers to strengthen the training capacity of local BDS organizations to provide cost-effective and impact-oriented business start-up and management training services for small-scale entrepreneurs. The master trainer guides targets SIYB trainers that have been admitted to a training of master trainers seminar. The guide has two parts:

Part I introduces the master trainer concept of the SIYB program, describes how to become an SIYB master trainer in Sri Lanka and how master trainer link with the larger sustainability equation of the SIYB Sri Lanka project

Part II provides guidelines for master trainers, focusing on their five core tasks, namely, trainer development, product development, marketing, program management support and quality control

The list of core tasks implies that master trainers hold a key position in the SIYB Sri Lanka program. Beyond the bottom-line of trainer development, they are expected to deliver program management advisory services and training to training organizations, and to encourage voluntary compliance with program quality standards. As thus, master trainers turn into the kingpins of technical sustainability of SIYB training This edition of the master trainers guide should be considered work in progress; the guide will be further refined over the coming year with active support from its users in the field, and incorporating comments and feedback from partner organizations and other stakeholders. This observation applies particularly to chapter I.3. on program sustainability and the sustainability equation of the SIYB Sri Lanka project.

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PART I FOCUS ON SIYB MASTERS I.1. Introduction of the master trainer concept I.1.1. What is an SIYB master trainer? An SIYB master trainer is an SIYB trainer trained and certified by ILO to plan and conduct SIYB trainer development programs, to safeguard program standards and to advocate the training offer together with local BDS providers. I.1.2. Key tasks of master trainers in the SIYB Sri Lanka project SIYB master trainers are entrusted a number of key tasks in a national SIYB program. Their first task is to develop new SIYB trainers working for local BDS organizations, in accordance with the program standards. They also train and advise training coordinators in the said BDS organizations how to set up and run their own SIYB programs. Furthermore, SIYB master trainers safeguard the quality of the SIYB training offer in the market, by ensuring that SIYB trainers (and BDS organizations employing them) comply with program standards and by revising and updating the SIYB training materials in regular intervals. As illustrated below, the various tasks of SIYB master trainers are separate but interlinked.

Key tasks of master trainers illustrated

Monitor training quality

Develop trainer

Refine training products

Provide program management support

Market the SIYB program

SIYB Master trainers

Refine training products

Monitor training quality Develop trainers

Provide program management support

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I.2. How to become an SIYB master trainer in Sri Lanka I.2.1. The steps of the trainer development program To become an SIYB master trainer in Sri Lanka, local trainers have to successfully complete the trainer development program designed by the SIYB Sri Lanka project.1 The trainer development program is strictly performance oriented and meant to safeguard and further improve the current technical standards of the national SIYB program: to graduate through the various steps of the program, trainers satisfy certain selection criteria and performance benchmarks. The trainer development program comprises five steps:

1. Graduation from an SIYB training of trainers seminar 2. Certification as an SIYB trainer 3. Graduation from an SIYB refresher training of trainers seminar 4. Graduation from an SIYB training of master trainers seminar 5. Certification as an SIYB master trainer

1. To enter the SIYB trainer development program, candidates submit a written application to the master trainer in charge (or the SIYB Sri Lanka project for that matter). The master trainer personally interviews each candidate to verify the information furnished. Candidates selected for the trainer development program are invited for a two-week training of trainers seminar The seminar syllabus has an explicit focus on the SIYB training materials and methodology. Contents of business management are not subject of training.2 Candidates graduating from the seminar have successfully completed the first step of the trainer development program. 2. After graduation from the seminar, the trainers embark on the implementation of SIYB training interventions and related activities. They are observed on-the-job by the master trainer and receive counseling and advisory support, where required. To be certified, trainers are expected to complete at least one training intervention for each of the three SIYB training modules according to the standards set in the trainers guide. Once issued with an SIYB certificate, trainers have successfully completed the second step of the trainer development program and are eligible for a refresher training of trainers seminar.

1 The master trainer concept leans back on an approach to program sustainability first tested in the SIYB regional project for Eastern and Southern Africa, and then refined in various SIYB projects all over the world (i.e. in South Africa and Vietnam). The entry criteria and steps of the (master) trainer development programs can vary from SIYB project to SIYB project 2 Sometimes, a one-week refresher course in basic concepts of business management is organized prior to the TOT seminar proper

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3. Refresher training of trainers seminars are directed at SIYB trainers having built up confidence and a track record in the delivery of SIYB training. During refresher training, these SIYB trainers receive access to more advanced training methods and tools, and to newly developed training modules and materials. After graduation from the refresher training of trainers seminar, the SIYB trainers are expected to apply their newly acquired knowledge in the field, with technical support from, and being monitored by, their coaching master trainer. SIYB trainers that have graduated from a refresher training of trainers seminar and apply their newly acquired skills in practice become eligible for a training of master trainers seminar. Entries to a training of master trainers seminar are limited, though, and - similar to entry to the trainer development program at step 1 of the trainer development path - admission is based on a competitive selection process. 4. The objective of the training of master trainers seminar is to enable the participants to independently and effectively implement their own SIYB trainer development programs, and to carry out their other tasks related to quality control and program marketing. Training of master trainers seminars are always carried out by a senior master trainer from ILO. ILO reserves the right to sub-contract the services of a master trainer with senior experience from the global network to facilitate these TOMT seminars for other, future master trainers. During training, master trainer candidates are familiarized with the global SIYB program and its components and quality standards, with the components of the trainer development program and how to organize and conduct training of trainers seminars and refresher training of trainers seminars. They also learn how to provide follow-up advisory services to newly trained trainers after the seminar and how to monitor their performance. In addition, master trainers learn during the seminar how to train and advise training coordinators in local BDS organization how to set up and run their own training programs. They are also familiarized with the training materials development and adaptation process, and tools and techniques of quality control. Finally, they are assisted to carry out a SWOT analysis for the national SIYB program, to establish a strategic program goal, and next to design and implement a strategic (marketing) plan. Training of master trainers seminars take between one and two weeks, depending on the needs of the participants.

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5. After graduation from the training of master trainers seminar, the future SIYB master trainers organize and conduct at least one training of trainers seminar, with technical support from, and under supervision of, the coaching ILO senior master trainer. Provided satisfactory performance, they are then licensed as SIYB master trainers. The master trainer certificate issued by ILO certifies that the master trainer has the required competencies described above. The certificate is revocable in case of under-performance. The ILO, first through the SIYB project office and later directly, provides certified master trainers with personal support, promotion (where necessary) and retraining, and direct access to the global SIYB database. Master trainers will be closely involved in the research on, and development of, new SIYB training modules, and re-imbursed for their input. SIYB master trainers might be sub-contracted by ILO to carry out trainer development programs worldwide. They will, finally, be linked with ILO and other master trainers through a global chapter of master trainers. It remains the sole discretion of the ILO, or a party sub-contracted by ILO, to train and certify SIYB master trainers and to revoke licenses in case of under-performance or inactivity. The five steps of the SIYB trainer development “ladder” are illustrated overleaf. The illustration shows that the average time lapse between entry in the trainer development program and licensing as a master trainer is about two years. As also indicated in the illustration, master trainers are free and actually encouraged to continue training entrepreneurs, to maintain contact with the intended beneficiary of the SIYB program, and to be able to review the training materials periodically and based on first-hand experience.

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The steps of the SIYB trainer development program

Step Year 1 Year 2 Year 3

Trainers…

5.…are issued with a master trainer license

4.…graduate from a TOMT seminar

3.…graduate from a refresher TOT seminar

2.…are issued with a trainer certificate

1. …graduate from a TOT seminar

I.2.2. Graduation criteria To graduate through the various steps of the SIYB trainer development program, candidates have to satisfy certain performance criteria. These performance criteria were developed in consultation with partner organizations, trainers and the SIYB Sri Lanka project3. They emphasize on training out and impact, and on the level of master trainers on the program management capacity. The graduation criteria for each step of the trainer cycle are illustrated in the table on the next page. For more details about the criteria for admission to the trainer development program and more particularly a master training seminar refer to chapter II.5. of this guide.

3 For example, the draft selection criteria for a training of master trainers seminar were developed by SIYB trainers during a refresher training of trainers seminar in December 2001. The draft selection framework was then submitted in February 2002 to the forum of directors of partner organizations and further refined based on the feedback of partner organizations.

Training of trainers Training of entrepreneurs

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Graduation criteria Assessment tool Performance indicator Benchmark Assessed by whom Step I: To graduate from an SIYB training of trainers seminar

Active command of the training syllabus

Simulation of a typical training situation during the seminar

Written test at the end of the seminar

Extent to which the training session has been facilitated according to the set rules in the trainers guide

Level of active command of the seminar syllabus

Performance

At least 30% of the maximum test score

Master trainers/other seminar participants

Master trainer

Step 2: To be issued with a trainer certificate

Training output

Training impact

Analysis of activity reports

On-the-spot monitoring of training interventions

Comparison of activity reports and performance cards

Program evaluations

Number and type of training interventions conducted

Number of entrepreneurs trained

Overall customer satisfaction rate

Business idea generation rate

Business start-up rate after SYB training

Business improvement rate after IYB training

at At least one GYB, one SYB and one IYB training activity training

50% generate a concrete business idea as a result of training

30% start business after SYB training

70% improve business management after IYB training

Master trainer

Master trainer

Step 3: To graduate from a refresher training of trainers seminar

Step 4: To graduate from an SIYB training of master trainers seminar1

Step 5: To be issued with a master trainer certificate

Training output

Training impact

Program management capacity

Analysis of activity reports

Comparison of activity reports with performance reports

On-the-job monitoring

Final certification interview with ILO senior master trainer

Number of trainers trained

Satisfaction rate of TOT seminar participants

Training output and impact achieved by trainers trained (refer to step 2 for indicators)

Theoretical knowledge of the SIYB program (e.g. its history, packages, sustainability approach)

At least 30 trainers trained (equivalent to

100% of trained trainers meet performance benchmarks set under step 2 above

Senior master trainer from ILO

1 It is debatable whether at least graduation from a TOMT seminar should be made subject to a test. TOMT seminars focus on building up strategic management caapcity, though, which is a subject difficult to assess by means of written test, and more easily evaluated on-the-job after training 2Taining outreach is considered secondary to training impact, as long as the master trainers practices his/her skills in at least 1 TOT seminar per year

At least one GYB, SYB and IYB training course each

At least 45 potential and existing entrepreneurs trained

At least 15 per year2

90%

Graduation from a refresher training of trainers seminar is not subject to an on-site performance evaluation

Graduation from a master training of trainers seminar is not subject to an on-site performance evaluation

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I.3. The link between master trainers and program sustainability

I.3.1. What does ‘program sustainability’ mean? An SIYB program is defined to be sustainable if SIYB training and related services are provided for an extended period of time after project support has come to an end. For the purpose of the SIYB Sri Lanka project, the proof of sustainability requires that training services continue being available for at least another five years after the project has closed down in February 2004. SIYB programs can run sustainable in a given geographical context, i.e. on district-, national-, or regional level, and/or on any level of an institutional hierarchy, i.e. on the level of a single organization or the level of a national association of SIYB training providers. In the context of the SIYB Sri Lanka project, the term sustainability refers to a sustainable national SIYB program where local stakeholders continue providing SIYB training and related services throughout the country after facilitator support from the project has come to an end in 2004. I.3.2. Dimensions of program sustainability For analytical purposes, four dimensions of sustainability are distinguished in the SIYB program:

Technical sustainability Financial sustainability Institutional sustainability

Technical sustainability relates to program quality standards. For a training offer to be sustainable, it must satisfy minimum quality expectations of the customers in the market, but better anticipate and exceed these expectations. Only if customers are satisfied with the quality of services received, will they continue demanding them. Since SIYB training is often subsidized by a sponsor, i.e. a donor agency or government, the training standards also have to satisfy the expectations of that market intermediary. That observation is critical, because the expectations of market intermediaries and end-users might vary quite substantially. For example, market intermediaries might emphasize on concerns like gender balance while end-users likely expect training to be as cheap as possible and not interfering with their business operations. These sometimes conflicting interests have to be balanced in a technically sustainable program.

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Institutional sustainability relates to the division of labour among program stakeholders. Organizations - and individuals for that matter – with a stake in the SIYB program need being clear about who is doing what after the transitory facilitator role of the SIYB project office has come to an end. These institutions and individuals also must have put in place a mechanism to maintain institutional memory, i.e. how program management know-how is retained if individual SIYB trainers, master trainers or SIYB training coordinators should leave. Institutional sustainability concerns prominently SIYB partner organizations, ILO and the consultative bodies of SIYB trainers and master trainers (if any); institutional sustainability can also concern local publishing houses printing of the SIYB materials, and/or apex bodies of the business community for brokering access to SIYB training and others. Financial sustainability refers to the capacity of program stakeholders to recoup their investment in the SIYB program. For example, SIYB training providers will need (at least) recovering their training costs to be able to continue providing SIYB training courses over the long-term. Empirical evidence also indicates that financial incentives drive both individuals and organizations in SIYB programs to perform; accordingly, financial sustainability also refers to a situation where all program stakeholders derive some form of monetary benefit from their continued involvement. The link between the four dimensions of program sustainability is illustrated overleaf. The illustration shows that the four dimensions are considered separate but closely inter-linked. In fact, their link is dialectic in the sense that one dimension enforces the other, and vice-versa..

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The dimensions of SIYB program sustainability illustrated

To better grasp the concept of program sustainability, it is necessary to specify each of its dimension further. To that purpose, it is useful to define a set of indicators for each dimension measuring progress towards sustainability. Illustrated on the next page are core indicators for each dimension of program sustainability, together with performance benchmarks valid for the SIYB Sri Lanka project. Please note that the list of core indicators and performance benchmarks is likely to vary from project to project. Provided the performance benchmark is met or surpassed for each indicator, the SIYB Sri Lanka program is expected to be sustainable for at least another five years after project support has come to an end in 2004.

Technical sustainability

Financial sustainability

Institutional

sustainability

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Financial sustainability

Institutional sustainability

Indicator Benchmark Human resources

% of training organizations using SIYB training five years after the project has come to an end

75%

Division of labour among program stakeholders

Level of formalization of interest mediation

SIYB charter in place, spelling out the roles, privileges and duties of every stakeholder Mediation body established

Formalization of knowledge management within training organizations

Training organizations establish and operate a system meant to retain knowledge on the SIYB program

Indicator Benchmark

Training services Degree of cost recovery

from SIYB training 100% of costs can be recovered from various funding sources; >50% of costs recovered directly from the client

Training materials Amount of revenue

generated from materials sales

Income at least sufficient to meet all costs for revision, printing and distribution of materials

Indicator Benchmark

Human resources Qualification level of SIYB trainers

and master trainers Trainers/master trainers meet selection and graduation criteria spelled out in the trainer development program

% of GYB trainees generating a feasible business idea

% of SYB trainees completing a business plan

% of IYB trainees visibly applying the newly acquired business management knowledge in their businesses

50% 50% 70%

Training materials Quality of training materials Training materials printed on 100mg

semi-gloss paper, off-set with two colours, perfect binding

Effectiveness of the material distribution system

100% of SIYB trainees have access to (and actually receive) the original training materials

Technical sustainability

Motivational sustainability

Indicator Benchmark On the level of trainers

Trainer activity ratio (% of trainers conducting at least one training activity per year

75%

On the level of training organizations % increase in annual training turnover in the

SIYB program (no of seminars per year) 10% per year

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I.3.3. Master trainers: Custodians of technical sustainability Master trainers play a key role in sustaining the SIYB program in Sri Lanka after the facilitator role of the SIYB project office has come to an end. They are expected to gradually take over a number of key tasks currently performed by the SIYB project, namely to

develop new SIYB trainers and upgrade the capacity of existing trainers train and advise training coordinators in SIYB training organizations how to set

up and run sustainable SIYB programs on organizational level facilitate BDS networks among SIYB training organizations and other BDS

organizations, BDS sponsors and BDS brokers in the market monitor the quality of the training offer and encourage trainers and training

organizations alike to voluntarily comply with the program standards review the existing SIYB training materials edition in periodic intervals and

develop sectoral adaptations and translations of these materials. All activities described above are meant to safeguard and further develop the quality of the training offer. Thus, these activities contribute directly to the technical and ultimately financial sustainability of the SIYB program. At the same time, master trainers play a key role in ensuring high levels of motivational sustainability among SIYB trainers, leading them by example. The role of the master trainers in the emerging sustainability equation of the SIYB Sri Lanka project is illustrated below.

The emerging sustainability equation of the SIYB Sri Lanka project

Master trainers

Trainers

Training

organizations

Other stakeholders

(i.e. training brokers)

To facilitate Technical sustainability Financial sustainability

Motivational sustainability

To facilitate

Technical sustainability

To facilitate Financial sustainability Institutional sustainability Motivational sustainability

To facilitate Institutional sustainability

SIYB ‘quality-

assurance’ unit

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The overlap of the four boxes in the graph illustrates, that master trainers, trainers and training organizations are not pinned down in competition or that their roles would be antagonistic, as sometimes assumed. In fact, hopeful candidates for the master trainer development program by rule have to be employed and nominated by an SIYB training organizations at their point of admission to the master trainer seminar. To that extent, trainers and master trainers work for training organizations and execute their policy designs. Yet, the graph above also illustrates that master trainers do have a distinctive identity other than merely carrying out trainer development programs on demand. Training organizations have to acknowledge that distinctiveness and be aware that any candidate nominated by them as a potential master trainer will develop into a multi-task expert for SIYB training. To mediate the interests of the various parties in the SIYB Sri Lanka program, a legal entity might be created. This entity would provide some of the in-lieu mediator and facilitator services currently carried out by the SIYB project office. That ‘SIYB quality assurance’ body would not compete with training organizations or master trainers in the physical delivery of training services, but provide the logistical and management back-up to their work. The back-up would focus on

SIYB quality control database management printing, sales and distribution of training materials information dissemination among stakeholders program marketing lobbying and advocay network-facilitation among trainers and training organizations mediation in case of conflict between stakeholders.

The legal body could be established in the form of Guarantee Ltd. non-profit company or as a trust, with all training organizations subscribing as members/shareholders. The legal body might be entrusted a license from ILO to print and distribute the training materials. The CEO of the body might be a full-time professional supported by a small secretariat, and supervised in his work through a board of directors elected by the annual general meeting of shareholders/members. The board would be composed of directors and master trainers, with a minority representation from trainers and other stakeholders like ILO. The CEO would be accountable to the shareholders and paid a composite salary with a monthly base rate topped by a performance-based remuneration. Operational costs of the body would be financed through income from marketing of training materials throughout the country, and though membership fees and commissions on facilitator services (i.e. for proposal writing).4 The body might also levy a small charge on TOT seminar budgets. Income might also be generated by carrying out similar facilitator/mediator tasks for related business development services other than SIYB training. Particularly this last option should be pro-actively explored.

4 To jump-start the operations of the quality assurance unit, an endowment/trust fund might be created; to that purpose, the SIYB project might transfer the existing in-house revolving fund for training materials to a bank deposit run by the quality assurance unit. Interest paid on the deposit might then become an additional source of income for the body.

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PART II GUIDELINES FOR SIYB MASTER TRAINERS II.1. Product development II.1.1. Product development and master trainers The term product development refers to all activities carried out by master trainers in connection with complementing and further refining training offer. Product development comprises three main pillars:

Revision of the generic SIYB materials edition Development of sectoral material adaptations Revision of training modules.

Product development does not comprise re-engineering the training offer! The “source code” of the SIYB training packages, i.e. their basic structure and contents, builds on an extensive body of global empirical evidence and has proven to be successful in more than 80 countries of the world. To protect the source code, the generic version of the SIYB training materials is covered by worldwide ILO copyright. It is the task of master trainers to safeguard the source code of these packages, to cautiously update it in close collaboration with ILO (training materials revision) and to continuously improve its various applications in the field (development of sectoral adaptations). II.1.2. Training materials revision The term training material revision refers to any activity meant to update and review the generic version of the SIYB Sri Lanka training materials. Why training materials revisions? Training materials revisions might become necessary to

update figures (i.e. prices in the costing manual) modify individual chapters or enter new (sub-)chapters in response to new laws

and regulations (i.e. on legal forms of business) eliminate errata in earlier editions adapt illustrations and content to changing values and perceptions overhaul the lay-out.

When? For logistical reasons, training materials revisions ideally take place once the current edition of the SIYB training materials has sold out. Otherwise, the risk is high that

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remaining stocks of the older edition are rejected by customers in favor of the new and improved print-run. Who is involved? The authority for the management of the training materials revision process falls under the joint authority of master trainers and the legal entity in charge of marketing of the training materials (refer to the previous chapter for details). Together, master trainers and the materials marketing body, decide on the timing and workplan of the materials revision process, and negotiate the inputs. Master trainers take the final decision and bear the responsibility for the changes effected to the contents and structure of the manuals. They are expected, though, to revise the materials only after consulting trainers and training organizations. Refer below to the training materials revision process for further details. The legal entity in charge of marketing the SIYB materials manages the administrational and financial aspects of the training materials adaptation process. This entity holds the funds to pay the master trainers for their work on the materials revision process. It issues the work contracts for the master trainers and is accountable to training organizations for any funds disbursed. Who pays? As indicated above, the costs of the materials revision exercise are met through income generated through sales of training materials. The projected costs of the revision exercises are already factored into the price tag of the SIYB training materials and the provisions have been put aside on a separate budget line. How to do it The steps of the training materials revision process are listed below: 1. Analysis of training materials adaptations required 2. Development of draft revised training materials in English 3. Pilot-testing of the draft materials 4. Revision of the draft materials 5. Translation of the new edition 6. Film-setting and printing The training materials revisions process is illustrated on the next page, with a timeline and suggested sub-activities at each step:

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The SIYB training materials revision process

1It is actually recommended that the consultation process be continuous and not just started a month before the revision exercise. Master trainers can use RTOT seminars, evaluations, on-the-job advisory services and directors meetings to sound out feedback about the materials

Timeline

Film-setting and printing

Revision of the draft training

materials

Translation of the revised edition

Analysis of the material adaptation requirements

Development of draft revised training materials in English

Pilot-test of the draft training

materials

Step in the revision process Sub-activity

Consult trainers, entrepreneurs and training organizations about their felt SIYB material adaptation needs1

Consolidate these recommendations in a list, and circulate it among stakeholders for comments

Finalize the list based on their feedback Develop a work-plan for the revision exercise and

negotiate inputs with the SIYB re-insurance unit

Enter the agreed changes into a copy of the English SIYB master files (not into the master file!! Keep the original master file as a back-up)

Where necessary: Sub-contract an illustrator to change illustrations, and enter these changes into the draft

Identify a suitable sample of entrepreneurs and organize a pilot seminar to test the draft materials

Ensure that training organizations are aware of the pilot-seminar, ask them to send observers, or better actively involve them in the process, and re-imburse them for their inputs

Collect participants feedback at the end of the pilot-seminar and consolidate it in a list of recommendations

Circulate the list among master trainers, trainers and training organizations for their comments

Revise the draft materials based on the list of recommendations agreed by these stakeholders

Identify an editor to proof-read the revised materials for style and language

Send revised draft materials to ILO-MDT for quality check and approval; enter recommended changes, if any

Ask quotations from lay-outing companies and printing companies and prepare a contract with the winning bidder (might alternatively be done by the SIYB re-insurance unit)

Forward the revised files to the lay-outer Proofread lay-outed files!!! Forward layouted files to the printing companies Proofread films!!!

Commission the translation of the revised edition into Sinhala and Tamil (might alternatively be done by the SIYB re-insurance unit)

Identify an editor to proof-read the translations Enter changes, if any

1 month

4 months

3 months

2 months

5 months

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As the illustration overleaf shows, the training materials revision process will usually take five months plus from revision to printing; accordingly, master trainers should not initiate the planning process just weeks before the current edition is about to be sold out. It is recommended to start the planning process at least nine months before stocks run low, and to negotiate the terms of reference between the SIYB re-insurance unit, master trainers, and sub-contracted parties well ahead. Below are some hints from the officer in charge for materials adaptation in the SIYB project office, for future reference of master trainers in Sri Lanka:

When it comes to timing of activities, always assume the worst-case scenarios: consultants deliver late as a principal rule, computers crash and power cuts interrupt work

Caution with the selection of external collaborators: In materials revision, failure or success is often determined by the quality of work delivered by translators, editors, lay-outers, printers and illustrators; therefore, selection of these external collaborators should be based on performance, not personal relations; friendships can quickly collapse over late delivery of files

Proof-read the draft lay-out of the materials and check on films before printing: lay-outers and film-setter might unwillingly change, omit, scramble contents of graphs, tables and text

Never tinker with the master files: draw a copy of the master files and work with them when you develop the materials revision, and lock the original master file away for emergency recovery

Hands off the electronic files if you do not master PageMaker: Only master trainers that are conversant with PageMaker should lay their hands on the electronic files - one wrong command can mess up the whole lay-out! Master trainers not conversant with PageMaker should work with hardcopies of the files, and commission a third party to enter the changes

Never give the master files away: If a third party is commissioned to enter the work, make sure he/she is not retaining a copy of the master files for later use; it takes pressing one button to save the work of years, and next to informally circulate it or sell it on to the detriment of the SIYB program

Back up work in progress: Make sure you back your development work every day, particularly if you work with large files carrying illustrations and graphs; computers have crashed before and will crash again – it’s just a question of when

Double check translated material versions: Make sure that translations in languages not understood by you are double-checked by an expert; poor translations have been the cause of commercial ruin for books and can cause confusion and embarrassment

Customer is king in the revision process: Changes to the materials have to reflect the wishes of training organizations, trainers and entrepreneurs; the worst nightmare is a revised materials edition rejected by the market – in such a scenario, the sustainability of the entire SIYB program is threatened

Stay focused: You have to prioritize among the recommendations made for changes to the materials, and carry out a cost-benefit analysis (time and inputs versus expected improvements) of various scenarios

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Don’t expect wide-scale appreciation for your work: If the materials revision process is successful, hardly anyone outside your close circle of colleagues will take notice – only if the exercise fails will you become (in-)famous.

II.1.3. Development of sectoral material adaptations What is a sectoral material adaptation? Sometimes, training organizations request sectoral adaptations of the SIYB training materials to customize the training offer to a particular market segment. These sectoral adaptations, unlike the generic version of the SIYB Sri Lanka materials edition, are tailor-made to a particular sub-sector of the economy, i.e. for construction businesses or protected agriculture. The standard case studies, examples and illustrations of the standard edition are modified to make them sector-sensitive and the contents of the chapters are focused on the specific requirements of the market segment. Who is involved in the development process? As a basic rule, sectoral adaptations of the SIYB training materials should be developed jointly by master trainers and the requesting training organization. Active involvement of the training organization is imperative to share the workload, create a sense of ownership but also to sensitize the organization for the challenges of materials development. Who pays Sectoral adaptations are to be paid by the requesting training organization. In return, the training organization receives the copyright for the sectoral training package, including the right to exclusively market it or to sell on to third parties. Alternatively, a consortium of training organizations might share the development costs and, next, jointly market the sectoral package. Or, the re-insurance unit commissions the development of a sectoral training package, on request by shareholders and pays for it with funds from the revolving fund for the standard training materials. Such a scenario is feasible in cases where the re-insurance unit is able to recoup the investment later through the marketing of the sectoral package. It might also be advisable in cases, where access to the use of the sectoral package should be unlimited for political or development reasons. Another possible scenario is that a master trainer agrees to carry out the development work and be paid in future options, i.e. to market the package or to receive a small commission on units sold. How to do it Illustrated on the next page is an action plan for the development of a sectoral adaptation of the training materials:

22

Action plan for the development of sectoral material adaptations

Output/Activity Who By when MT=master trainer, RO= requesting

organization

1. Output: Market assessment A target group survey is carried out MT, RO Week 8

The survey results are documented MT Week 12

2. Output: Curriculum development A sectoral expert reviews the training

materials, develops sectoral case studies, and submits detailed recommendations how to change illustrations, examples and chapter contents

Sectoral expert identified by RO Week 16

The recommendations are reviewed by the master trainer(s); together, they agree on final changes

Sectoral expert, MT Week 17

3. Output: Editing Illustrations are developed External collaborator Week 20 The changes to the text are worked into

the master files MT, or sub-contract lay-outer Week 20

The new illustrations are worked into the master files

MT or sub-contracted lay-outer Week 20

4. Output: Testing SIYB trainers are briefed MT, trainers from RO Week 21

Two pilot seminars are conducted Trainers from RO Week 21

5. Output: Revision The draft training materials are revised

based on the evaluation of the pilot test MT, based on input from trainers Week 23

The revised training materials are proof-read and finalized

External collaborator Week 25

6. Output: Market introduction A marketing plan for the new training

product is developed (optional) RO, on demand with support from

MT Week 20-25

The training materials are printed External collaborator Week 28

Promotional materials are produced (facultative)

MT, RO, external collaborator Week 28

The new product is launched RO Week 29

7. Output: Evaluation

The results of the adaptation effort is evaluated

MT, RO One year after market introduction

23

The action plan illustrates that sectoral adaptations of the training materials take quite some time, up to half a year or more. The process can be streamlined if the training organization has a clear and detailed understanding of the market segment (cut out step 1) or if the changes to the materials are marginal (reduce time allocation for steps 2-5). Also, organizations not interested in a commercial exploitation of the sectoral package might skip the development of a marketing plan. In any case, master trainers should accommodate at least 3 months for the process. Keep the following hints in mind when planning for the development of sectoral adaptation of the training materials in future:

Make a cost-benefit analysis with the requesting organization first: Training organizations often underestimate the required effort and over-estimate the impact of a sectoral package – therefore the road to sectoral material adaptations is littered with half-finished products and many finalized packages keep sitting on a book shelve. Often, it is much cheaper and as effective to use the generic SIYB training package and complement it with handouts and sector-sensitive case studies during the training session

Sign a MoU: Master trainers should insist on preparing and signing an Memorandum of Agreement with the requesting organization, spelling out in detail the objective of the exercise, the roles of the signatory parties, the workplan and the required inputs; the MoU does not replace but complement a work contract between the master trainer and the institutional client – it mainly serves to avoid ensuing confusion later

Don’t cut on the target group survey: Many training organization base their request for a sectoral adaptation on gut feeling rather than solid market intelligence; master trainers should insist on carrying out a target group survey first, to avoid frustration later

Insist on sectoral experts: Master trainers should insist on an sectoral expert to review the standard training materials and to suggest changes – this is the only way to avoid finger-pointing later and to add value to the sectoral package

Conduct at least one pilot seminar: Often, training organizations requesting sectoral adaptations suggest cutting the pilot test since the exercise is expensive and time-consuming; master trainers should not succumb to that suggestion because the pilot test is the only opportunity to verify the progress in the adaptation effort in a real-life environment

Evaluate the adaptation effort: An ex-post evaluation of the adaptation effort is an extremely useful exercise for both parties and provides many learning lessons; master trainers are well advised to offer these evaluations free-of-charge because it gives them an excellent opportunity to study the impact of their own work over time and to further improve their offer as a result.

24

II.2. Marketing II.2.1. Marketing and master trainers Master trainers play a crucial role in that market-oriented approach of the SIYB Sri Lanka project. They are expected to selectively promote the SIYB program to BDS organizations that have good potential to effectively and independently SIYB training courses for entrepreneurs. II.2.2. Promoting SIYB to BDS organizations Mass marketing versus selective promotion In line with the institutional approach of the SIYB program, SIYB training is delivered to small-scale entrepreneurs through local BDS organizations. Master trainers are expected to strengthen the institutional capacity of these BDS organizations to deliver impact-oriented training by developing their human resource base and program management capacity. To identify BDS organizations that can benefit from capacity building support in the SIYB program and have the commitment, mandate and capacity to implement business start-up and management training for small-scale entrepreneurs, master trainers have to promote their services selectively. They should avoid mass marketing SIYB to potential BDS providers because indiscriminate access to the program can seriously damage the brand. Particularly in cases, where BDS organizations are solely interested in short-term capitalization on the brand, and do not take concern for the development mandate of the program, the quality of training can suffer, and with it the reputation of all stakeholders. How to selectively promote access to the SIYB program Empirical evidence from the global SIYB program and the SIYB Sri Lanka project indicates that those BDS organizations perform best in the field that have a minimum training capacity, a solid track record and combine a development mandate with an entrepreneurial instinct how to generate income from training; by direct comparison, the type and size of a BDS organization are less relevant factors for institutional performance. To scan the market for BDS organizations with high potential to deliver quality SIYB training, master trainers can use some of the tools developed by the SIYB Sri Lanka project office for the purpose of selection of partner organizations. The SIYB Sri Lanka project first developed a profile of an “ideal” training organization in Sri Lanka, i.e. a BDS organization combining all the strengths needed to successfully operate without any further technical assistance in the local market. Based on that profile, the project developed selection parameter with indicators and performance benchmarks meant to compare the existing institutional capacity of potential partner organizations vis-à-vis that fictitious profile of an industry leader.

25

Profile of an “ideal” SIYB partner organization

The selection parameter and indicators are illustrated in the table overleaf; a copy of the selection questionnaire is attached to this guide.

1. Mandate to

promote SME’s

1.1. SED oriented Vision

1.2. SED oriented mission

2.1.Track record in training

3.1.Track record in follow-up

3.1.Systematic quality control

4.1. Committed trainers

4.1. Committed middle management

4.1. Committed top management

5.1. Training plan in place?

5.2. Marketing plan in place?

6.2. Minimum human resources (Trainer with professional qualification)

6.1. Minimum Training infrastructure

6.2. Adequate financial resources (diversified funding basis, focus on cost

recovery through client fees, not subsidies)

7.1. Institutionalized linkages 7.2. Particularly to credit

providers

1.3. SME Target group

1.4. SED oriented portfolio

2. Effective access to MSME’s

2.2. High customer awareness about the organization

2.3. High customer appreciation of the services provided

3. Strong focus on customer

care and after training support

4.

Commitment

5. Feasible

marketing strategy for

SIYB training

6. (Access to)

Resources to coordinate/conduct training

7. Effective network linkages

26

ILO-SIYB Sri Lanka Project

Criteria for selection of SIYB training organizations Parameter Indicator Benchmark Score

(max: 70) 1. Focus on BDS

1.1 Mission statement 1.2 Target group 1.3 BDS portfolio

1.4 If no BDS services are provided at present, plans to do so in the future

SME development main or exclusive objective of the organization Weak focus on SME development SME development is not subject of the mission mandate Literate, business exposure, funds to meet part of the training costs, vocational/ technical skills Semi-literate/illiterate, no vocational/ technical skills, no capacity to meet part of the training costs Focus on women and/or youth (extra point)

Management training Vocational training Technology transfer Business information services Consultancy/advisory services Marketing assistance

If conclusive If not conclusive

1

.5 0

1

.5

1

2.5 .5

each .25

1 0

2. Performance

2.1 Service delivery Management training Vocational training Technology transfer

(advisory services, R & D) Business information services

Consultancy/advisory services

Marketing assistance

2.2 Stake holder appreciation of the services provided (Interview 5 stake holders nominated by the organization) 2.3 Customer appreciation of the services provided

At least 3 courses over the last 12 months At least 3 courses over the last 12 months At least 10 clients advised over the last 12 months Enterprise information database up and running Counseling services provided for at least 10 clients over the last 12months At least 10 clients advised over the last 12 months (exchange visits, refer to trade fair…) Stake holders are highly satisfied with the services provided by the organization (61%-100%) Stake holders are satisfied with the services provided by the organization (40%-60%) Stake holders are not satisfied with the services provided by the organization (less than 40%)

Customers are highly satisfied with the services provided by the organization (61%-

3.5 1.5 .5

.5

.5

.5

3

2

0

27

(Carry out random survey among at least 20 customers of the organization that have received services on different occasions over the last six months. The organization gives list of 50 customers and the project randomly selects 20)

100%) Customers are satisfied with the services provided by the organization (40%-60%) Customers are not satisfied with the services provided by the organization (less than 40%)

3

2

0 3. Focus on customer care and after-sales support

3.1 Customer needs assessment 3.2 After-sales support 3.3 Quality control

Customer needs assessed prior to service delivery Customer needs not assessed prior to service delivery After every activity follow-up takes place (subject to verification through documentation) After some activities follow-up takes place No follow-up Impact of the implemented programs measured periodically, reports available Impact of the implemented programs measured ad hoc, no reports available Impact of the implemented programs not measured

3 0

4

2 0

4 2 0

4. Commitment 4.1 Commitment of the top management (CEO, Director) 4.2 Commitment of the middle management (Training coordinator)

Top management takes a direct interest in the planned collaboration (i.e is aware of the program details /implications and explicitly supports the application) Top management supports the application but not aware of any details Top management not aware of application Middle management takes a decision in the planned collaboration (i.e is aware of the program details of implication and explicitly support the application) Middle management support the application but not aware of any details Middle management not aware of application

5

3 0

8

4 0

5. Product/ market mix 5.1 Marketing strategy for training (Attach documents if available, e.g. annual training plan)

Conclusive strategy (i.e: connected with ongoing activities, fits the portfolio, financially feasible, realistic) Inconclusive strategy (implementing strategy over-ambitious, potentially conflicts with ongoing activities) Lack of strategy (no strategy at all or driven largely by opportunism)

11

6

0

28

6. Resources to coordinate/ conduct training

6.1 Training infrastructure Training equipments

white board flip chart board OHP Computers

6.2 Human resources 6.3 Financial resources 6.3.1 Diversified funding basis 6.3.2 Recovery of service cost directly from the clients

Score, where applicable At least 2 qualified and experienced full-time trainers (extra point if at least one of them is female) At least 1 qualified and experienced full-time trainer (extra point for a female trainer) Part-time trainer with respective qualification and experience Diversified sources of funding Mainly one source of funds (Exclusively dependant on single client or sponsor) Cost recovery (>50%) Cost recovery (<50%) On full cost recovery

Each .25

4 1 2 1 1

1.5 1

.5 1

1.5

7. Network linkages 7.1 Institutionalized linkages

Permanent formal linkages (i.e. registered, member of an NGO forum, member of a standing committee on SME development) Informal linkages with other organizations Formal mechanism of linking clients to finance (i.e. through collaboration with a bank) or running a own credit scheme – extra points Maintain informal linkages with credit providers – extra points

3

2

3

2

Note:

If score for question 4 is less than seven marks the organization is not eligible for collaboration Total score of less than 40 automatically disqualifies the organization from collaboration

** Stakeholder can be a sponsor, facilitator or broker of BDS

29

Master trainers should feel free to discuss modifications and simplifications of the selection questionnaire for their own purposes. They should keep in mind, though, that the selection tools used by the SIYB project office have worked well in the field: 90% of all BDS organizations selected as partners during the pilot phase, remained actively committed throughout the two years and have accompanied the project office in the second, national phase. More than 90% of trainers in these organizations carried out at least one training intervention – these are benchmark figures in the global SIYB program. Master trainers, finally, might find it difficult to apply any of these selection criteria to paying clients – keeping in mind that “who pays the piper calls the tunes”. Yet, master trainers are well advised not to unconditionally accept any organization into the program. They run risk of undermining the long-term financial sustainability of the program for the sake of short-term profit (from a training of trainers seminar). They should also keep in mind that a brand by definition has an element of exclusion – that’s one of its distinguishing characteristics vis-à-vis the offer of the direct competitors. Take that exclusivity away and the product turns into a commodity. II.3. Program management support II.3.1. Program management support and master trainers Once training organizations have been accepted into the SIYB program, master trainers play a key role in developing the human resource base in the training department of these organizations, namely the training capacity of field staff and the management capacity of training coordinators. This chapter focuses on how to train and advise training coordinators in setting up and managing sustainable SIYB programs in their organizations. Chapter III.6. in this guide will explain in detail how to train training staff in these organizations. Program management support for training coordinators has three dimensions:

Training in program marketing Advisory services on training productivity improvement Advisory services on facilitation of BDS networks

Training in program marketing enables these training coordinators positioning the new training offer in the market and reaching out for new clients. Advisory services on training productivity improvement measures enable training coordinators to cut the costs of SIYB training courses without compromising on quality. Advisory services on the facilitation of BDS networks, enable these training coordinators to imbed the training offer into an institutionally sustainable framework and to increase training impact. Thus, program management support helps training coordinators overcoming three main threats to program implementation: Assumed low demand for business management training, lack of funds to finance SIYB training courses, and limited impact of stand-alone training courses.

30

II.3.2. Training in program marketing Marketing training workshops The SIYB project has developed a five-day training course for training coordinators, coming with a supportive training manual on SIYB program management. The objective of the training intervention is to enable training coordinators to prepare a marketing plan for the SIYB training offer. To that purpose, participants are taken through the various steps of the SIYB strategic marketing management (planning) process. The building blocks of the marketing training intervention are illustrated below.

The modules of the SIYB training for training coordinators workshop Attached to this guide are standard session plans for each module of the training intervention. Also attached is a standard budget form for a typical marketing training intervention. The training course can be facilitated in one block, or split into individual sessions. Fore copies of the training manuals refer to the project office. How to select the right workshop participants Like in any training intervention, the impact of the marketing workshop for training coordinators largely depends on the identification and selection of the right beneficiaries. The key challenge is to identify candidates that are actually tasked with the design and management of training programs, not just the execution of single training interventions. Attached to this guide are blank workshop registration forms to assist master trainers identifying the training decision making unit in a client organization. Each candidate interested to participate in the workshop should be asked to complete the form. If his/her profile does not match the job description of a training coordinator, the master trainer should contact the training organization and seek a new nomination. A registration form is attached to this guide. If the organization insists on the original candidate, the master trainer has to modify the workshop program and adapt it to the special needs of the applicant: For example, they might add an introductory session on the SIYB program for newcomers, or put stronger focus on counseling and lobbying support after training, if the participant is not in a position to take any single-handed program management decisions.

DEFINE

THE SIYB TRAINING

OBJECTIVE

1

MANAGE THE MARKETING EFFORT

5

IDENTIFY MARKET OPPOR-

TUNITIES

2

DEVELOP

A MARKETING PLAN

4

SELECT

A TARGET GROUP

3

31

How to carry out a TNA To tailor-make the marketing workshop to the needs and wants of the training coordinators, master trainers should carry out a brief training needs analysis. To that end, they are encouraged to mail workshop participants the two-page TNA questionnaire attached to the Annex of this guide; the TNA questionnaire is preferably mailed together with the workshop registration form, to minimize paperwork for the clients. The TNA questionnaire is structured as follows: the first block of questions aims at assessing to what extent your clients are already

undertaking efforts to systematically market business development services the second block of questions aims at collecting information about what your clients

would expect to learn in the marketing workshop. How to facilitate the training intervention Based on the information furnished in these questionnaires, the master trainer is in a position to modify and adapt the standard training schedule. 5As a basic rule, they should cover all five training modules (or steps of the marketing management process) and maintain their chronological sequence. But they are encouraged to add or cut contents of individual sessions. Marketing workshops are supposed to be highly participatory. The training coordinators are to be treated as main resource persons. In most cases, they are experienced practitioners in the field of SME training. Most of them have trained entrepreneurs and trainers before and should be familiar with the SIYB program. All of them have collected valuable experience along the way and developed their own style of responding to the challenges of training on the ground. The main task of the master trainer is to unlock those rich experiences and to cross-fertilize their know-how about marketing management through inter-action. Rather than lecturing the coordinators about the marketing management process, master trainers should provide them with a platform to exchange their point of views and to learn from each other’s experiences. This learning objective is best achieved through participatory training methods like discussions, brainstorming and group exercises. The main training tool used during the marketing workshop is the marketing manual. The marketing manual has a modular structure that corresponds with the modules of the training intervention. The manual chapters describe in detail the steps of the SIYB marketing management process and introduce some techniques for managing the marketing effort in practice.

5 Be cautious in the analysis of the results of the training needs analysis; particularly in the field of marketing, the felt training needs and the real training needs of training managers often do not match. In fact, training managers tend to over-estimate their sectoral expertise in marketing. For example, training managers might feel that they know everything about the four P’s of marketing, but the TNA questionnaire shows that they actually never worked with the concept in practice.

32

Attached to the body of the marketing manual is a blank SIYB Marketing Plan Booklet; the forms of the marketing plan booklet correspond with the modules of the Marketing Manual and the modules of the workshop. At the end of each training module, the training coordinators fill in the respective section of the booklet. Thus, at the end of the workshop they will have completed a first draft of their own SIYB Marketing plan. Follow-up after training After the workshop, master trainers are encouraged to follow-up on the workshop participants and to assist them in completing and, next, implementing their marketing plans. The recommended follow-up tool is the SIYB Marketing Plan Booklet completed by each participant during training. That SIYB Marketing Plan Booklet is like an action plan, it describes step by step and in a chronological sequence what the training organization plans to do when in order to achieve the objective of their marketing effort. The SIYB Marketing Plan Booklets enable the master trainers to compare planned activities vis-à-vis actual performance, and to counsel on how to undertake corrective action if any. The recommended follow-up method is on-site individual counseling for each client. Individual counseling puts the master trainer in a position to better understand the work environment of the training coordinator and its implications for the implementation of their marketing effort. Being on-site, master trainers are also able to directly assist their clients to improve their performance. The number and sequence of follow-up visits required will vary from client to client and be a function, among others, of financial and time resources available. It is recommended to conduct at least two follow-up visits to monitor progress over two points in time. Master trainers are encouraged to maintain records of their training effort for later quality control. The SIYB project has developed a marketing training activity report form. Master trainers can complete this form for their own files and forward a copy to the project office. II.3.3. Advisory services on training productivity improvement Management advisory services for training organizations emphasize on increasing the efficiency and effectiveness of the “production” process for a service unit of SIYB training. Unlike marketing training, where focus is on attracting clients to the training offer, management advisory services look at the training inputs required by an organization to actually create and deliver the service. The idea, in a nutshell, is to increase the productivity of a training organization by assisting it to cut costs of training inputs.

33

Master trainers are encouraged to follow these three steps when advising training organizations on productivity improvement measures: 1. Analyze the training “production” workflow

Although training organizations do not function like a manufacturing plant, the transformation process for their SIYB training services follows a workflow with a number of steps and related procedures. In the first step, master trainers have to advise training organizations how to visualize that training production workflow

2. Identify productivity improvement measures

Next, the main cost centers are located in the workflow of the training cycle; each cost center represents a potential intervention point for productivity improvement measure.

3. Design a productivity improvement action plan

Next, a productivity improvement action plan needs to be developed, fixing a strategic goal of the exercise with productivity indicators of achievement and performance benchmarks, defining outputs and activities with deadlines, and allocating tasks to staff members. Then, the planned activities are carried out and the results and impact of the productivity improvement effort are evaluated against the set targets. Ideally, the results of the productivity improvement effort are documented and the experience gained is fed back into the design and implementation of a second-generation productivity improvement loop.

How to analyze the flow of work in the SIYB training cycle The mandate of master trainers is to strengthen the training capacity of selected local BDS organizations, the so-called SIYB training providers; accordingly, the focus of productivity improvement measures implemented in conjunction with SIYB training is on the training function of these partner organizations and within this training function on the delivery of SIYB training.6 Illustrated below is the process of translating training inputs into training outputs. The timeline illustrates the cycle time needed to complete a standard training programme, from first customer contact to the submission of the final report. Listed overleaf are the steps of the production process for training (i.e. the steps of the training cycle), and the inputs needed to produce a standard SIYB training programme.

6 The training function comprises all processes required to translate inputs like labour and materials into training outputs, i.e. training courses and related customer support. It is acknowledged that such an approach is not systemic; the analysis focuses on one system component only, not on the entire organization and its interaction with the system environment. Accordingly, the full potential for productivity improvement, i.e. by seeking inter-departmental synergy effects, remains untapped. Yet, as will be shown in the following, the analysis of the training function alone can still result in the identification of significant productivity improvement potential. Furthermore, such a sectoral analysis can serve as a model case for productivity improvement measures in other functions, or across functions, of the organization.

34

The production process for a standard SIYB training intervention

The following inputs are usually required to create a training service: Labour: translated into costs for wages and fees for training staff and external

resource persons Training equipment: The equipment needed for the implementation of the

planned training program, such as an OHP, a multimedia projector, etc. Promotional materials: I.e. posters, brochures and flyers to attract customers

Training materials: The original SIYB manuals developed by ILO, namely the

GYB manual, SYB manual and business plan booklets, the IYB manuals, the EYB manuals, the SIYB Business Game and the EYB business simulation

Transport, food and accommodation: for trainers before, during and after

training; transport, food and accommodation for entrepreneurs are not considered essential input costs and, where applicable, should be born by the clients

Stationery: All stationery items needed for the training such as writing pads,

pens, flipchart paper and markers etc. Overheads: A fraction of the overall running costs of the BDS organizations, i.e.

for telephone, electricity, rent and insurance The transformation process entails the following steps:

Marketing: All activities meant to attract and inform customers about the

training offer, and, where applicable, to attract and inform potential training sponsors about the planned activity; marketing, here, is not considered an end-of-pipe activity but a strategic function to collect vital intelligence about the customer segment prior to the design of the training intervention

TRANSFORMATION PROCESS

OUTPUT INPUT

Timeline

35

Selection/TNA: Refers to the identification of course participants that can fully benefit from training and, where applicable, have the resources to pay for these service; in the SIYB program, selection goes hand in hand with the training needs analysis; candidates are expected to complete an application form and a separate TNA questionnaire to assess their training needs and wants

Training refers to the actual training activity but also to a number of steps related

to training logistics and preparations, like requesting quotations for training venues, sending invitation letters to participants and external collaborators, customizing the course curriculum to client needs, and others

Follow-up: Customer support after training, such as:

- the follow-up check with GYB participants five weeks after the training - group counseling four weeks after the SYB course - group counseling/individual counseling after the IYB course

Quality control All activities carried out to monitor and evaluate the quality of

the training effort, such as: - the end-of-seminar evaluation done by the participants - the completion of activity reports through trainers - the evaluation of post training performance six months after training

The standard output of the transformation process is as follows A standard SIYB training intervention that satisfies the quality standards specified in

the SIYB Trainers Guide, namely: - Personal selection interviews with each potential customer, based on the Entry

Card and a TNA questionnaire - Minimum duration of GYB training: 16 hours - Minimum duration of SYB and IYB training: 40 hours - Minimum duration of EYB training: 40 hours (?) - Clients must be issued with the original SIYB training materials, one set each - Training has to based on the module sequence and session plans specified in

the Trainers Guide - Systematic follow-up on participants after training, i.e. one follow-up meeting

with GYB course graduates 3 weeks after training (2 hours), group counseling/individual counseling with SYB course graduates about 3 weeks after training (at least 1 day), group counseling/individual counseling with IYB course graduates about 3 weeks after training (at least 1 day)

- Monitoring and Evaluation with Activity reports and Performance Cards.

36

The cycle time needed to deliver a standard SIYB training intervention differs from organization to organization and client to client. The SIYB Sri Lanka project estimates that the absolute minimum cycle-time needed to satisfy the quality standards set in the Trainers Guide is approximated at 11 days for a standard GYB training intervention and 20 days for a standard SYB and IYB training intervention. Where external funding is needed, cycle-time will likely be at least 16 days and 25 days respectively. The cycle-time is calculated as follows 3 days marketing the services to the customers where applicable: +5 days to prepare, submit and follow-up on a funding proposal

with a potential training sponsors 1 day selection interviews and TNA analysis 3 days for preparing the training intervention 2 days (GYB) and 5 days (SYB, IYB) for training 1 day for activity report writing 1 day follow-up after SYB/IYB training and 2 hours follow-up after GYB training 3 days for performance evaluation six months after the training course 2 days to prepare and submit the performance report Please note that cycle-time, here, refers to the overall number of days needed to deliver a standard program; these days will usually be spread over a longer period of time. For instance, in Sri Lanka, organizations take on average two months to complete the steps of the training cycle, except quality control that takes place six months after the training course. The production process for SIYB training services is visualized overleaf. The flowchart visualizes the five steps of the training cycle implemented by the training department, the training inputs needed when, other actors involved and the interaction between the training department and these actors and the cycle time.

37

Individual selection interviews with customers (complete Entry Cards for each applicant) Training needs analysis Grouping of selected customers Referral of de-selected clients

to other BDS organizations

Production flow for SIYB training services in the training department

1. MARKETING

3. TRAINING

2. SELECTION/TNA

5. QUALITY CONTROL

4. FOLLOW-UP

Define the overall objective of providing SIYB training Conduct market research Segment the market Develop a marketing plan Implement it

First customer contact 1st Follow-up Customize the offer 2nd follow-up (where applicable) Prepare a budget First contact with a training sponsor

(where applicable) Draft and submit a funding proposal 1st Follow-up Second Follow-up (where applicable) Sign funding agreement

Select the training venue Finalize the training

timetable/session plans** Identify resource persons Inform the participants Organize training materials and

equipment Conduct a pre-training intervention

meeting Brief the external resource persons Make last minute checks

Select the training venue Finalize the training timetable

and design the session plans**

Inform the participants Conduct follow-up Further follow-up (where

applicable)

Evaluate training impact Document results Feed results into the next

strategic plan Feed results into the next

= Cycle-time

SPONSOR

CUSTOMER

PRE-PRODUCTION: STRATEGIC PLANNING*MANAGEMENT MANAGEMENT

MANAGEMENT

approves

approves

approves

approves

INPUTS: Labour (incl. transport, food&accom) for trainers Step 1-5 Promotional materials: Step 1 Training materials: Step 3 Stationery: Step 1-5 Training equipment: Step 1, Step 3-4

approves

Day 1

Day 8

Day 4

Day 10 (GYB), 13 (SYB/IYB)

Day 11 9GYB), 20 (SYB/IYB)

38

How to improve the training productivity To identify the intervention points for productivity improvement measures, first the main cost drivers in the production process for SME management training have to be located. A cost driver is any factor in the production process that causes significant costs, for example a particular type of material input. Each cost driver is a potential intervention point for productivity improvement measures. The table below lists the main cost drivers in the production process for training services7:

Main cost drivers in the SIYB training cycle

Production step Main cost drivers

Marketing Conducting market research Customizing the training offer Promoting services Following up on potential clients Drafting funding proposals (where applicable) Selection/TNA Conducting individual selection interviews Training Transport, food and accommodation for course

participants Transport, food and accommodation for trainers Training materials Preparation of visual aids Follow-up Transport, food (and accommodation) for trainers Food and transport for participants Quality control Evaluating training impact six months after training

Listed below are productivity improvement measures, for each cost driver separately. As the list shows, productivity improvement, here, does not mean stripping away some of the steps of the training cycle – still a common practice among many BDS organizations that results necessarily in a compromise on quality of training. The aim of these productivity improvement measures is to increase the efficiency of resource utilization and to cut the cycle time in the production process while at least maintaining the essential service standards defined in the Trainers Guide. The productivity improvement measures were formulated after analyzing particularly the capacity of key performers in the sample of SIYB partner organizations in Sri Lanka. The idea, here, was to benchmark the production process for training and to identify productivity improvement measures that work on the ground.

7 The list refers to the situation in Sri Lanka but it can be assumed that similar cost drivers apply to other countries. For a quick check, one has to compare the recommended sequence of activities in the SIYB training cycle (specified in the Trainers Guide) with the de facto sequence of activities implemented by local partner organizations. The steps in the training cycle visibly dodged by some of these organizations (e.g. the individual selection interviews) indicate cost drivers.

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Productivity improvement measures for the training function

Cost driver Productivity improvement measure

MARKETING Conducting market research Build&operate a market information system

Joint market research with other POs Swap market information with other POs

Customizing the training offer Share R&D costs and -results with other Pos “Imbed” training offer (offer training as part of a

package, together with other BDS; i.e. IYB marketing training together with market linkages services)

“Piggy-back” training on other BDS (i.e. make training a condition to receive a loan)8

Promoting services Systematically plan the marketing effort Implement the marketing effort according to plan,

measuring impact and fine-tuning the next marketing loop accordingly

Base the promotional mix on cost-benefit analysis of tools, not gut feeling

Use low cost/no cost promotional tools Share production costs for promotional tools among

PO’s Aim for publicity Unlock cost-savings potential of e-commerce over

traditional marketing channels Use systematic mouth-to-mouth propaganda Conduct joint promotional activities with other POs

Following up on potential clients Build&operate a simple tracer system to follow-up on - new customer contacts (potential

clients) - on existing clients (retain customers)9

Measure impact of tracer effort (i.e. in telemarketing no. of dials, - calls, - sales)

Cross-refer clients among POs Respond to inquiries from clients and potential

training sponsors within two working days and maintain records of each inquiry

Continued on next page

8 Another technique of packaging and delivering the training offer is to break up training in small units that are sold separately to the client (“salami tactics”). The technique is principally applicable to the IYB package where the modules can be delivered separately in short bursts of training. Slicing standard programmes into small units is not listed as a productivity improvement measure here, because the technique does not cut total input costs, it merely hides them by making customers pay for training in tranches. In fact, this packaging technique often results in higher total production costs since certain steps of the training cycle (i.e. follow-up on participants after training) have to be effectively repeated for each module 9 It is generally accepted wisdom that winning a new customer is up to five time more expensive than retaining an existing one

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Drafting funding proposals (where applicable) Develop computerized macros

Utilize available in-house intelligence from the market information system

Submit proposals within five working days Follow-up on the proposal first in writing and next

over the phone after 14 days and 21 days

SELECTION/TNA Conducting individual selection interviews Merge TNA and selection in a single activity

Sub-contract district-based SIYB trainers from other POs

Plan calling action and interviews in time to avoid hand-deliveries of letters to remote areas and to organize joint interviews nearby the villages

TRAINING (LOGISTICS) Transport, food and accommodation for course participants

Organize non-residential courses (choose venues close to where participants live)

Ask participants to bring their own food provisions Insist on self-transport or, organize transport on a

fee basisTransport, food and accommodation for trainers Sub-contract district-based SIYB trainers from other

POs Conduct two training courses simultaneously at the

same training venue (at least two trainers needed) Organize boarding facilities rather than hotel

accommodation Use public transport, or organize group transport

Other training logistics Inform candidates about training logistics directly after selection where applicable

Use the checklist in the trainers’ manual

Purchase stationery and training material well in advance and buy in bulk, possibly together with other POs

Hire training equipment locally, or negotiate with the project office and other partner organizations to hire equipment from them

Use standard letters for quotations, reservation of training venue, invitation of external resource person, calling letter to participants

Maintain a database on external resource persons/suitable training venues with costs/ where and how to hire training equipment and others

Training materials Order materials in bulk (i.e. in cooperation with other POs)10

Continued on next page

10 The project office offers discounts of 10% for bulk purchase orders of more than 50 SYB/IYB sets at a time

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Preparation of visual aids Follow the checklist in the trainers’ manual

Prepare customized sets of training aids well in advance (ZOPP cards, transparencies, flipcharts, slides)

Use the material for several seminars

FOLLOW-UP Transport, food (and accommodation) for trainers Sub-contract local SIYB trainers to carry out follow-

up, or, assign, specialized follow-up counselors in your own organization

Focus on group counseling rather than individual counseling

Where feasible, establish customer-care service via telephone or internet

Food and transport for participants Ask participants to bring their own food provisions Insist on self-transport, or, organize transport on a

fee basisOther Where appropriate use thick paper for certificates

instead of laminated normal paper (but consider the quality loss)

Use the checklist for SIYB follow-up workshops in the trainers guide, including a list of equipment and stationery needed

Use standard calling letters with applications for GYB follow-up and for the SYB follow-up workshop

QUALITY CONTROL

Evaluate training impact Subcontract district-based SIYB trainers from other POs to track trainees

Carry out evaluation together/share evaluation costs among POs

Use the M&E data to market training services to new clients

Use the evaluation occasion to market new services to existing clients (retain customers)

How to design a productivity improvement action plan The productivity improvement measures listed above offer a good entry point for quickly increasing the efficiency of resource utilization process in the training cycle. Yet, to fully unlock the possible productivity gains it is highly recommended to design a systematic productivity improvement programme. Such a productivity improvement programme will enable SIYB training providers to rationalize the production process for training

re-model the production process around quality management principles and to achieve sustained productivity gains as a result of saving on input costs and quality

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costs, i.e. the costs to maintain and further improve the quality of the production output11.

The starting point for the development of a productivity improvement programme for SIYB training is to define the strategic objective of the exercise. Productivity improvement aims at enhancing the competitiveness of a company through substantial cost-reductions (higher efficiency), and a better overall performance to meet customers’ demands regarding price, quality, and availability of goods and services (higher effectiveness). Accordingly, the strategic objective of a productivity improvement programme targeting the training function of a BDS organization is to produce SIYB training services that satisfy or better exceed the standards set in the SIYB Trainers Guide at the least cost possible. Next, master trainers should assist the training organizations to define performance targets for the training department. As indicated earlier, it is more difficult to measure productivity gains in service organizations because each step in the production process is determined by the particular needs and want of the clients; these services “are consumed as they are produced”, and the exact specifications of the produced service can (actually should) change from client to client.12 Therefore, many of the “hard” productivity metrics from the manufacturing sector are not easily applicable. Therefore, to measure productivity gains in the training department, and particularly with regards to SIYB training, it is necessary to follow a modified approach. It is recommended here to, first, define key productivity improvement areas that are of critical importance to the organization and, second, to measure productivity gains in these critical result areas with the help of productivity indicators and against set targets or benchmarks. To identify the key productivity improvement performance areas, it is necessary to look at the strategic objective of the productivity improvement programme discussed earlier. Key productivity improvement areas are derivatives of the strategic objective and relate either to training quality, volume/value of training output and/or resource utilization. The main challenge, here, is to focus the productivity improvement effort: Is it focusing mainly on realizing cost savings, or is emphasis laid on increased outputs, increased service quality, or both?

11 Quality costs arise from ensuring that a good or service meets established quality standards. Three types of quality costs are known that are relevant at different stages of the production process: prevention costs are relevant at an early stage, for example expenses of effective employee training, or

working with suppliers to ensure that materials are of high quality – they are the least expensive component of quality costs

appraisal costs are costs for quality inspection and testing during manufacturing failure costs occur once a defect is produced. Has the defect been identified prior to delivery, failure

costs are internal (costs of rework, scrap material); is it found by the customer, then failure costs are external (customer complaints, damaged image) – they form the most expensive part of quality costs.

For more information on quality costs refer to Donnelly 1995: 537; Hill 1995: 108; Cartin 1998: 142 12 Quoted from Mac Donald, Malcolm et.al. 2000: 83

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The productivity indicators measure progress made in the implementation of the productivity improvement action plan (see below), by assessing (improved) service quality and/or service output and/or (decreased) service input costs against set targets or benchmarks. It is important to keep in mind that many productivity gains might be realized only once (i.e. savings on materials costs) and that a certain core quantity of each input will always be needed to deliver quality services. In fact, productivity improvement programmes follow the law of diminishing returns; the first loop is likely to result in significant savings and visibly improved service quality while any successive loops will likely render marginal returns on the investment in effort and time. Yet these marginal returns are likely to make the difference between a training industry leader and the average performance standard. Illustrated below is a list of possible productivity indicators; some of these indicators are already widely used in BDS programmes to measure training output and impact; others might be less familiar to training coordinators.

Productivity indicator Benchmark

Training output

No. of training programmes conducted

GYB

SYB

IYB

EYB

Increase by 20% over previous year

“

“

“

No. of entrepreneurs trained

GYB

SYB

IYB

EYB

Increase by …% over the previous year

“

“

“

Training impact

Satisfaction level of first time customers with training

At least 90%

% of repeat customers (measure of brand loyalty) 30%

Satisfaction level of repeat customers with training At least 90%

No of GYB trainees developing a feasible and concrete business idea

50%

No of SYB trainees starting their business after training

30%

No of IYB trainees improving their business operations after training

70%

Level of resource efficiency

% decrease in average costs for a standard 10% over the last year

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GYB

SYB

IYB

EYB programme

20% “

20% “

?

% decrease in average labour costs for a standard GYB, SYB, IYB, EYB pogramme

10% (GYB) and 20% respectively for SYB and IYB, EYB?

% decrease in average materials costs for a standard GYB, SYB, IYB, EYB pogramme

10% over the last year

% decrease in average stationery costs for a standard GYB, SYB, IYB, EYB programme

3% over the last year

% decrease in average overhead costs of the training department

5%

% decrease in average costs for trainer transport and accommodation for a standard, GYB, SYB, IYB, EYB programme

10% (GYB), and 20% respectively for SYB and IYB, EYB ?

Others

% increase in revenue from (SIYB) training 10% (?)

% increase in profit margin (where applicable) 5% (?)

In the consumer market: % of training costs directly recovered through client fees

40%

Business clients: % of training costs directly recovered from corporate clients

100%

The average training costs referred to above relate to internal benchmarks of SIYB training providers; these benchmarks are calculated by adding total training costs and/or separate input costs for all SIYB programmes conducted over a given time period. Alternatively, SIYB training providers can aim for a more ambitious approach and benchmark their own resource efficiency and service quality against training industry leaders in the pool of partner organizations. External benchmarking among SIYB training providers requires a level of mutual trust and a certain coordinative effort but it can render significantly higher yields particularly for the weaker organizations. The SIYB project office can facilitate such a benchmarking exercise. Finally, SIYB training providers can go one step further and benchmark their own productivity with best practice in other service industries. At this stage, though, organizations have to adapt a more holistic approach to quality production management beyond the training function and comprising the whole institution. This final step on the productivity improvement ladder is described below in chapter II.3.

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Next, master trainers have to assist training organizations to design and implement a productivity improvement action plan. To implemement a productivity improvement programme aiming at efficient resource management in the production process for SIYB training, SIYB training providers will need on average six months, the exact timeframe largely depends on the volume of their training operations. An example of a timetable for a “typical” productivity improvement programme is illustrated in the box on the next page: Productivity improvement programmes require upfront investment and only start paying off after three to six months. SIYB training providers have to invest time and effort in the exercise, by delegating a trainer or training coordinator to carry out the workflow assessment. 13 This “productivity improvement officer” then must be empowered to establish one or several productivity improvement teams with other trainers and support staff and to design and implement with these teams the action plan discussed earlier.

13 In some cases, SIYB training providers will also have to invest in basic computer software and computer training to standardize and computerize administrational procedures related to SIYB training

Example of a workplan for a systematic productivity improvement program Data gathering: 1-3 months Output 1: The organization is aware of improvement gaps and goals Activity 1.1: Set up an organizational structure (task force) that is in charge of

implementing the programme Activity 1.2: Formulate the objectives of the programme Activity 1.3: Define focus, scope, and schedule of improvement programme Activity 1.4: Conduct an assessment of the current organizational performance for the selected

improvement area Activity 1.5: Develop a measurement system with indicators and benchmarks/targets Activity 1.6: Gather relevant data for a selected reference period Activity 1.7: Analyse the improvement potential (performance gaps and improvement goals) on the

basis of the data Activity 1.8: Develop detailed improvement measures Activity 1.9: Analyse effect of planned measures on organizational structure Improvement and standardization: 3-6 months Output 2: The improved process is organizational standard and yields cost savings Activity 2.1: Inform staff about the results of the data analysis and discuss planned measures,

schedule and anticipated results Activity 2.2: Implement measures on a trial basis and monitor progress Activity 2.3: Implement full improvement programme and monitor progress Activity 2.4: Assess impact and adjust measures if necessary Activity 2.5: Report back to staff about progress concerning cost savings Activity 2.6: Standardize new process

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II.3.4. Facilitation of BDS networks Master trainers are also expected to facilitate business development services (BDS) networks or clusters between SIYB training organizations and other BDS organizations, BDS sponsors, and BDS brokers. In this field, they are expected to work closely together with the legal body entrusted with materials marketing, program advocacy and interest mediation in the SIYB program (refer to chapter II.3. for details). What is a BDS? A BDS is a non-financial service meant to assist entrepreneurs to start, better manage and grow their businesses.14 Two categories of BDS are usually distinguished:

Operational services: Services needed to facilitate day-to-day business operations, such as communication services, courier services, secretarial services, money transfer and others.

Strategic services: Services addressing medium- and long-term business growth issues, in order to improve the performance of the enterprise, its access to markets, and its ability to compete.15

For the scope of this guide, only strategic BDS are considered. The following types of strategic services are distinguished:

Management training: Short-term, mid-term and long-term group courses on business idea generation business start-up business management (including leadership skills and self-management) strategic management

Vocational training: Short-term, mid-term and long-term group courses facilitating vocational and technical skills, including computer skills16

Business consultancy and advisory services: One-by-one support to individual clients meant to offer customized solutions for specific business issues

Marketing assistance, i.e. facilitation of market linkages through Fairs and exhibitions Business exchange programmes/business tours Matching schemes Enterprise information

14 Financial services are excluded by definition, since they are thought to require largely different delivery mechanisms and skill sets 15 Also refer to Committee of donor agencies for small enterprise development 2001: Business development services for small enterprises: Guiding principles for donor intervention, Washington D.C., p.1 16 Apprenticeship schemes run by companies are excluded by definition

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Technology transfer Research and development Transfer and advisory services On-site commissioning.

“Hybrid” services like the commissioning of machinery (falling under technology transfer or vocational training?), should be classified according to their closest match with “typical” BDS in any of the categories listed above. What is a BDS network? A BDS network is system of informal and/or formalized linkages between institutions involved in the supply chain for BDS. Illustrated below is a model of the supply chain for BDS developed by the SIYB Sri Lanka project to analytically transcend the subject.

The supply chain for BDS

BDS providers

BDS sponsors

CLIENTS

physically deliver services to

link

subsidize

pay BDS facilitators

provide technical support to

fund

BDS brokers

…and sets the political and legal framework

Government

coordinates

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The illustration shows that for the market exchange to be initiated and maintained, various players intervene, namely

Government: The Government sets the regulatory framework for the market exchange and coordinate and backstop the activities of the BDS facilitators. Government agencies with a mandate to regulate the market for BDS in Sri Lanka are for example the Ministry of Enterprise Development, the Ministry of Industrial Development, and the Ministries for Regional Development.

BDS facilitators: BDS facilitators are international or local institutions operating in the market with the primary aim to promote the development of local BDS markets/services. Currently, most BDS facilitators are NGO’s or project offices of donors, usually funded by governments or donors.17

BDS providers: BDS providers are any type of lawfully registered institutions physically delivering a BDS to entrepreneurs

BDS brokers: BDS brokers are institutions operating in the market with the primary aim to link its associated members/potential new members to critical BDS. Currently, most BDS brokers are trade associations, and chambers of commerce and industry, sometimes also banks, trade unions and employers’ federations. The distinctive feature of a broker is that the institution markets but not physically delivers the services.

BDS sponsors: BDS sponsors are institutions that intervene with the prime objective to (cross-)finance the development costs and transaction costs of a service. Most BDS sponsors are government agencies, multi-bilateral donor agencies and NGO’s, but sometimes also corporate businesses and charity organizations. As illustrated above, BDS sponsors can either subsidize BDS facilitators to develop new services or subsidize BDS providers to deliver these services, or do both.

BDS clients: Clients comprise the population of businesses in a given market. The illustration above depicts a somewhat ideal picture of the market set-up. In the practice of the field, the roles of BDS facilitators, providers, sponsors, brokers and regulators tend to overlap. For example, many BDS facilitators directly intervene in the market exchange, sometimes competing with their local counterpart organizations. Also, Government often intervenes directly in the market exchange as a sponsor of these services. Or, BDS brokers do not only link clients but actually set up their in-house service departments and compete with providers. The illustration on the next page shows the actual overlap of the roles of the various parties in the supply chain for BDS:

17 Definition quoted from: Miehlbrand, Overy 2001: Guide to Market Assessment for BDS Program design, a FIT manual published by the International Labour Organization, Geneva, p.XI

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The overlap of roles in the supply chain for BDS in Sri Lanka The ensuing picture is one of overt complexity; sometimes the division of labour is contradictory and often tasks are duplicated. It is beyond the scope of this guide to analyze whether the overlap of roles of parties in the supply chain for BDS is the effect or rather the cause of a number of market imperfections, i.e. the lack of willingness of clients to pay for BDS, and a lack of concern of the suppliers for the needs and wants of their clients. What is important for master trainers is to be aware of the different types of market players, and how their roles interlink and often overlap. Based on this systemic understanding of the market, they can start mending BDS networks.

BDS providers

BDS sponsors

Nphysically deliver services to

link

subsidize

pay

provide technical support to

fund

coordinates

fund

BDS facilitators

physically deliver services to

BDS brokers

physically deliver services to

subsidize

subsidize

Govern-ment

physically deliver services to Clients

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What is the purpose of a BDS network? The purpose of BDS networks is twofold:

To enable SIYB training organizations and other BDS providers to add value and to better position their offer

To enable clients to make an educated choice and to receive more impact-oriented services.

In a well-functioning BDS network, all parties in the supply chain realize productivity gains through higher effectiveness and efficiency; the client, finally, receives higher quality services at lower rates. This becomes possible because the parties on the supply side enter into formal and informal linkages that enable them to divide labour more intelligently and to cut (production) costs of the training service by realizing economies of scale. How to facilitate BDS networks Master trainers can follow these four steps to facilitate BDS networks:

1. Carry out market research about the local supply chain for BDS 2. Classify the institutions intervening in the market exchange 3. Group institutions with complementary mandate 4. Initiate and moderate network linkages between these institutions.

1. In a first step, master trainers have to carefully analyze the institutional spectrum on the supply side of the market for management training. For a start, master trainers need gathering information about the location, institutional capacity and any service provided by local SIYB training organizations. Furthermore, they have to collect information about training services provided by direct competitors. In addition, they should seek an overview of the spectrum of non-management training related BDS, and who is providing them. In particular, they need to gather information about BDS organizations that do not compete with SIYB training organizations but provide complementary services, i.e. marketing assistance and technology transfer. These BDS providers have intrinsic demand for entering into a referral system with SIYB training organizations (also refer below under step 3).18 2. In the second step, master trainers have to classify and group the various institutions intervening in the market exchange. As discussed earlier, institutions can be classified either as facilitators, providers, brokers or sponsors. In case of overlapping roles, these institutions should be grouped according to their core mandate, i.e. what they are mostly and prominently doing. For example, a commercial bank running ad hoc management training courses for its clients would not be classified as a BDS supplier but as a financial service provider – the bottom line service is credit, not training.

18 To facilitate the information intake, the SIYB Sri Lanka project has compiled a directory of BDS organizations in the Southern Province of Sri Lanka. A national directory of BDS organizations was due for publication in August 2002.

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3. In the third step, master trainers group different types of organizations with a complementary mandate. Below is an example for a simple network of BDS organizations with complementary mandates. The diagram shows two SIYB training organizations, one BDS broker and one BDS sponsor. The diagram also includes a financing institution providing credit after training; while financing institutions are not classified as BDS organizations, they play an important role; the prospect of access to credit after training makes or breaks the decision of many entrepreneurs to seek a training offer. The master trainers appear as an extra-network party with the role of moderator; their main task is to moderate communication and mediate conflict among network parties – and not to directly intervene in the market exchange.

BDS networks illustrated

District Chamber (broker)

SIYB training organization A

(provider)

Credit provider

Other BDS providers

Donor (Sponsor)

SME’s (Client)

= communication grid

pay Provide more BDS on demand

provides follow-up after training

train

Subsidize, where needed

link link

…and evaluate customer satisfaction Give loans after training, provided feasible business

plan

Pay back with interest

Pay back

SIYB training organization B

(provider)

Subsidize, where needed

Master trainer: Network

Moderator

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4. In the fourth step, master trainers make contact with the BDS organizations, raise their awareness about the benefit of collaboration and link them up with one another. The challenge, here, is to seek a common ground of understanding about the purpose and expected output of the networking effort, and to clarify roles and tasks of the networking parties. To that end, networking parties need to agree on a workplan, specifying who is doing what by when, and who meets the costs, if any! The key role of the master trainer is to moderate the communication flow among parties and to facilitate the implementation of activities at the critical early stage, when networking linkages are still fragile. Once the network is up an operating, and once the benefits become tangible for all parties, master trainers can retreat to the background and seek exit from the network. The following hints help to moderate BDS networks:

BDS networks have an open-platform design. New parties with a complementary offer can be added any time, i.e. to bundle BDS in a package. Master trainers should keep in mind, though, that the moderation challenge increases with each new network party added to the grid. In fact, small and simple networks often function more efficiently and effectively than large all-inclusive networks

Master trainers should avoid trying to network BDS organizations targeting largely different sectors and market segments. While the services of these organizations might be complementary, their target group focus and sector expertise often is not; as a result, the expectations of networking benefit may differ too widely

Master trainers should always retain impartiality, notwithstanding their effort to link up SIYB training organizations – otherwise they will not be able to mediate conflict or ensuing confusion between network parties

No rigid institutional super-structure is required to form and operate a BDS network. Networks are dynamic and subject to constant change, and network parties should not be pressed into formal meeting routines.

Yet, systematic information management and formal moderation mechanisms are imperative. To seek a consensus on these mechanisms, it has proven to be very useful to negotiate brief Memorandum of Understanding between the network partners. The MoU specifies the objective of the exercise, the roles of parties, what type of corrective action is planned in case of network malfunction and an exit strategy in case of network failure. The MoU should also specify performance indicators and benchmarks, and determine a clear exit strategy in case of network failure.

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II.4. Quality control II.4.1. Quality control and master trainers Quality control is another key task of master trainers. Due to their sectoral expertise about the SIYB program, master trainers are in the best position to monitor and further develop the quality standards of training, both for entrepreneurs and trainers. Master trainers are also in a position to monitor program management performance of training organizations – they are the ones who advised these organizations on marketing strategies in the first place. In turn, master trainers will be monitored closely on the job by training organizations and trainers. Furthermore, their performance will be subject to evaluation by the ILO. The emerging picture is one of a system based on checks and balances between the two gravitational centers of the SIYB program, i.e. the master trainers and the training organizations and trainers working for them. The system is not confrontational by design, the checks are voluntary and compliance with standards is to be achieved through an incentive scheme, not by means of sanctions – except where performance of master trainers is concerned. ILO reserves the right to revoke the master trainer certificate from individuals persistently under-performing on the job. Refer below for more details II. 4.2. The quality control system of the SIYB program System set-up The quality control system of the SIYB program operates similarly to a management information system in a business. It provides the stakeholders with the information necessary to measure progress towards set targets, assess the efficiency and effectiveness of their activities, undertake corrective action to optimize the implementation path, and plan ahead in future. The quality control system has three inter-linked levels and one extra-system level:

The level of local BDS organizations supplying information about SIYB training interventions for entrepreneurs.

The level of the master trainers supplying information about SIYB training of trainers and training of training coordinators activities

The level of the SIYB project office measuring project performance against the set project objectives and outputs, feeding in the M&E data received from the local BDS organizations, and other data collected directly from the entrepreneurs.

The extra-system level of the global SIYB program coordination unit in ILO Headquarters that tabulates information from national SIYB programs and activities of trainers and master trainers, and feeds them back into the local system

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The three levels of the quality control system are illustrated below:

The quality control system of the SIYB Sri Lanka program illustrated

The system level of the project office is transitory; once the office has closed down, master trainers will directly liaise with the global SIYB program unit and/or ILO’s regional bodies and permanent missions. Quality control tools Listed on the next page are the quality control tools used on the different system levels. The quality control tools for master trainers follow the familiar format used by SIYB trainers, to facilitate their use. Blank forms for master trainers are attached to this guide.

Trainers in training organizations collect, tabulate and analyze data on training output and impact from entrepreneurs, and feed back the results to clients

Entrepreneurs

The SIYB project collects, tabulates and analyzes performance data from trainers

and entrepreneurs, and feeds back the results to its clients

Master trainers collect, tabulate and analyze data on output and impact of trainer development activities, and feed back the results to trainers and

entrepreneurs

ILO

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Quality control tools used in the SIYB Sri Lanka program 1.Quality control tools for trainers Purpose Filled in by To be completed

when

SIYB TOPE/TOE Entry Form

1. Selection of participants

2. Training Needs Analysis

3. Collect baseline data on participants personal and business background

Trainers Before SIYB training course

TOPE/TOE Daily Training Evaluation forms

Assess satisfaction level of participants on a daily level

Entrepreneurs During SIYB training

End of TOPE/TOE Training Evaluation Form

Assess overall satisfaction level of participants with services rendered

Entrepreneurs During SIYB training

SIYB TOPE/TOE Activity Report

To track activities of trainers and collect baseline data about the entrepreneurs for later evaluation purposes

Trainer in Charge After each TOPE/ TOE

SIYB Business Performance Card

To track performance of individual entrepreneurs after training

Trainers At least 6 months after training

1.Quality control tools for master trainers

Purpose Filled in by To be completed when

SIYB TOT seminar application form

To pre-select suitable candidates for the SIYB trainer development program

Applicants Prior to TOT seminar

TOT seminar selection questionnaire

To select suitable candidates for the SIYB trainer development program

Master trainer interviewing applicants

Prior to TOT seminar

TOT seminar daily training evaluation form

Assess satisfaction level of participants on a daily level

TOT seminar participants

During TOT seminar

End-of-TOT seminar evaluation form

Assess overall satisfaction level of participants with services rendered

TOT seminar participants

Right at the end of the TOT seminar

SIYB TOT seminar activity report

To track master trainer activities and record baseline data about seminar participants for later evaluation purposes

Master trainer Within one month after the training event

SIYB Trainer Performance Card

To track performance of individual trainers over time

Master trainer Updated periodically

3. Quality control tools for the SIYB project office

Purpose Filled in/prepared by To be completed when

TOMT application form To pre-select suitable candidates for the SIYB TOMT seminar

Potential master trainers

Prior to TOMT seminar

TOMT daily evaluation form

Assess satisfaction level of participants on a daily level

TOMT seminar participants

During the TOMT seminar

End-of-TOMT seminar –evaluation form

Assess overall satisfaction level of participants with services rendered

TOMT seminar participants

During the TOMT seminar

MT performance card To track performance of individual master trainers after training

SIYB project office Updated periodically

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Tracer studies To evaluate training impact on selected trainees SIYB project office and master trainers

Before mid-term project evaluation

Before end-of-project evaluation

Quasi-experimental control groups

To proof correlation between SIYB training and improved business performance

SIYB project office Measurement once at the beginning and once the end of the project life cycle

4. Quality control tools of the ILO global SIYB program unit

Purpose Filled in by To be completed when

Semi-annual progress reports

To monitor progress made by the project towards achievement of the project objectives, against the set performance indicators

Project manager See above

Mid-term project evaluation

To evaluate training impact, against set performance indicators

External evaluators Half way through the project life cycle

End-of-project evaluation To evaluate training impact against set performance indicators and to conclude whether the project objectives have been achieved

External evaluators After the end of the project life cycle

Regional focus group discussions

To evaluate satisfaction level of master trainers ILO officials Bi-annually (?)

The graph on the next page illustrates who is using which quality control tool when.

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Trainers Master trainers Project office SME

After training

Before training

Entry card

Daily TOPE/TOE training

evaluation form

End of TOPE/TOE training evaluation

During training

Trainer Activity report

Business Performance

card

End of TOT training evaluation form

Master trainer activity report

Trainer Performance

card

TOT application form

Selection questionnaire

Tracer studies

Control groups

TOMT application form

Daily TOMT training evaluation form

Master trainer Performance

card

End of MTOT training evaluation

form

ILO

End-of-project evaluation

Mid-term evaluation

Who is using which quality control tool in the SIYB program, and when

Project progress reports

Daily TOT training evaluation form

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Quality standards As indicated, the quality control system is meant to track performance of entrepreneurs, trainers and training organizations, master trainers, and the project office on the various levels of the SIYB program. The performance of these parties is measured by first defining a set of performance indicators and -benchmarks, and next by collecting and tabulating relevant training output and training impact data. The performance indicators of the quality control system are derived from the set of core quality standards of the SIYB program. For the SIYB program to be ultimately financially, technically and institutionally sustainable, these core quality standards need being satisfied. Listed below are the core quality parameter of the SIYB Sri Lanka program for trainers, master trainers and training organizations, complete with performance indicators and suggested benchmarks. For more information about the performance indicators and performance benchmarks of the SIYB Sri Lanka project, refer to the project document. Master trainers are expected to stick to these performance standards and they are monitored in the process by the SIYB project. Master trainers are also expected to encourage trainers and training organizations to voluntarily comply with these standards. Refer to the next sub-chapter for hints how to encourage voluntary compliance.

Performance indicators and –benchmarks for SIYB trainers and master trainers

Parameter Indicator Benchmark in the SIYB Sri Lanka program (per trainer)

TRAINERS Training outreach Number of entrepreneurs trained per trainer At least 50 per year (GYB/SYB/IYB) Training standards % of entrepreneurs going through a selection

interview based on the entry card 100%

% of entrepreneurs receiving their personal copy of the original SIYB training materials, or an approved sectoral adaptation

100%

Minimum duration of training GYB: At least 16 hours (sessions can be spread over various days)

SYB: At least 40 hours (sessions can be spread over various days/weeks)

IYB: At least 5 hours per IYB module, and 16 hours for the IYB productivity improvement module

EYB: At least 40 hours % of entrepreneurs receiving follow-up after

training >75%

continued on next page

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Training impact % of entrepreneurs proceeding with business start-up training after graduating from GYB

>50%

% of entrepreneurs completing a business plan after training

>50%

Business start-up rate six months after training >30% % of entrepreneurs demonstrating improved

business management knowledge after training >80%

% of entrepreneurs that apply that new business management knowledge in practice

>60%

% of GYB, SYB, IYB seminar graduates at least satisfied with services received through training organizations

>80%

MASTER TRAINERS Training standards % of trainers receiving a personal copy of the

SIYB trainers guide 100%

Minimum duration of the TOT seminar 10 working days for trainers with at least satisfactory knowledge of business management +5 days pre-seminar crash course in business management for trainers with poor subject knowledge

No. of participants admitted to the TOT seminar

<20, but preferably not more than 15

% of participants delivering at least one training session during the TOT seminar

>100%

% of women in the seminar 35% % of participants passing the final exam >75% Training outreach Number of trainers trained > 15 per year Training impact % of TOT seminar participants at least satisfied

with services received 80%

% of TOT seminar graduates carrying out at least one SIYB training activity according to set training standards (see above)

90%

Impact of training activities carried out by these trainers

See above

Note: The performance benchmarks listed above were reviewed, revised and then formally accepted by master trainers during the TOMT seminar. The hierarchy of performance indicators shows that master trainers are principally held responsible for the performance of trainers in local training organizations (while the SIYB project on its part is held responsible for the performance of master trainers). In other words, the performance of master trainers is a measure of the performance of trainers! This is an important observation with implications for the selection of suitable candidates for the trainer development program. Master trainers should think twice before they liberally admit weak candidates – these future SIYB trainers might turn out to be non-performing assets and negatively impact on the overall performance of the master trainer himself/herself.

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The list of performance indicators also shows that training outreach is of comparatively subordinate importance for a master trainer. Master trainers should not aim at training as many trainers as possible – this maximum proliferation strategy almost certainly backfires on the technical sustainability of the SIYB program and undermines the long-term very competitive advantage of all SIYB training providers, trainers and organizations alike. The answer to the question of at least how many trainers a good master trainer should train per year is difficult and largely depends on market size and -saturation. As a rule of thumb, master trainers need practicing to retain and further develop their knowledge base and therefore should carry out at least one TOT seminar per year. How to encourage compliance How can trainers, and training organizations employing them, be encouraged to comply with the quality standards of the SIYB program and to perform at least satisfactorily? Empirical evidence from the SIYB Sri Lanka project shows that trainers are most likely to perform if they are motivated – another indication for the close link between technical sustainability (through quality) and motivational sustainability. Master trainers play a key role in sustaining the motivation of SIYB trainers over time. The starting point for motivational sustainability is – to lead by example. Master trainers, in a nutshell, have to work harder, know more and train better than the trainers that they are meant to further develop. Leadership skills and knowledge alone will likely not suffice to motivate trainers over time, though. Therefore, it is recommended to further encourage compliance with program standards through an incentive scheme for best performers. Listed on the next page are incentives that can stimulate the voluntary compliance of trainers. Master trainers should always remember that these incentives need being provided indiscriminately and non-arbitrarily! Also, the incentive scheme needs being synchronized with the training organizations employing the trainers, to avoid any loyalty conflict.

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Performance incentives for trainers And who motivates the master trainers? Master trainers need as much performance stimulation as trainers - and it is the task of the project office to provide these incentives to reward commitment and good training results. Once the project office has closed down, these incentives might be facilitated through the SIYB re-insurance unit (refer to chapter II.3.) or directly through the global SIYB program unit in ILO Headquarters. Below is a list with incentives for master trainers.

Incentive schemes for master trainers

Access to Refresher Training of Trainers

Access to a TOMT seminar Targeted promotion of

the individual (i.e. through circular with

names of key performers)

Facilitation of training assignments

Customized on-the-job technical support

Contracts to carry out other program-related assignments (i.e. market research)

Exchange visits with other SIYB projects

Targeted promotion of the individual

Facilitation of TOT assignments, locally

and abroad

Facilitation of a TOMT assignment (on sole discretion of ILO)

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II.5. Trainer development II.5.1. Trainer development and master trainers Last not least, trainer development is the core task of master trainers. The bottom-line of the SIYB program is business start-up and management training, and master trainers are expected to ensure that local training organizations build up and retain the capacity to provide GYB, SYB, IYB and EYB training courses to small-scale entrepreneurs. Master trainer activities related to trainer development are codified in the trainer development program introduced in chapter II.2. of this guide. The trainer development program consists of five steps:

1. Graduation from an SIYB training of trainers seminar 2. Certification as an SIYB trainer 3. Graduation from an SIYB refresher training of trainers seminar 4. Graduation from, an SIYB training of master trainers seminar 5. Certification as an SIYB master trainer

Master trainers are expected to implement all activities related to the first three steps of the trainer development program, initially with technical back-up support from the SIYB project. Steps 4 and 5 of the trainer development program fall under the responsibility of ILO, represented through the SIYB project. ILO reserves the right to contract selected master trainers from the global network with extensive experience on the job to co-facilitate the fourth and fifth step of the trainer development ladder. More in particular, master trainers are expected to carry out the following activities:

Selection of new entries for the trainer development program Training needs analysis Training of trainers seminars Follow-up support after training Trainer certification Refresher training of trainers seminars Selection of new entries for a master trainer seminar

II.5.2. The trainer development cycle Selection of new entries Master trainers should follow these steps to select new entries for the trainer development program:

First, they have to promote the SIYB program selectively to BDS organizations with good potential to implement SIYB training courses in future

Second, they should request the future training organization to nominate suitable candidates for the trainer development program

Third, they should conduct selection interview with each candidate and short-list suitable trainers.

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The first step of the selection process has been discussed in detail in chapter III.2. of this guide. Once a suitable BDS organization has been identified and attracted to procure the services of the master trainer, the master trainer should spell out the objective of the training exercise, and the tasks and duties of both parties in a short memorandum of agreement, with the funding agreement/seminar budget attached. This memorandum of agreement should be brought to the attention of, and signed by, the management of the training organizations, to avoid any future misunderstandings. In the second step, master trainers are encouraged to make use of the standard trainer application forms developed by the SIYB project. A blank form is attached to this guide. In the application form, potential SIYB trainers are requested to specify the details of their professional background and training experience. Master trainers are explicitly encouraged to lobby training organizations for the nomination of women for the trainer development program. In the third step, master trainers should carry out a selection interview with each candidate satisfying the absolute minimum criteria. It is recommended to make use of the trainer selection questionnaire developed by the SIYB Sri Lanka project. A blank questionnaire form is attached to this guide. The questionnaire is meant to further detail and verify the information furnished in the trainer application form. Some of the questions check on the basic business management knowledge of the applicant. Furthermore, the applicant is asked to answer some basic questions about the theory of adult learning, training design and small enterprise development. Each correctly answered question attracts a score; these scores are eventually added and result in a total score indicating the overall capacity of the applicant to become an SIYB trainer. Applicants scoring less than 30% of the maximum score should be automatically de-selected; applicants scoring more than 30% of the maximum score might be ranked according to their final score, and admitted in descending order until all seminar slots are filled. It is strongly recommended that master trainers do not liberally copy and circulate copies of the questionnaire and the answer sheet, to avoid unfair advantage for any candidate. Master trainers should preferably not admit more than 15 candidates, but in no case more than 20 candidates to a TOT seminar! Admitting more than 20 candidates inevitably results in a deterioration of training quality and, thus, is considered a violation of the SIYB program standards (refer to chapter III.4. for details). Soon after the completion of the selection process, the training organization should be furnished with the list of selected candidates. Master trainers will sometimes find that training organizations reject the selection process results and insist on the inclusion of the earlier nominations. It is up to the master trainer to weigh pros and cons of re-admitting weak candidates to the trainer development program, but they are reminded that their own performance ultimately depends on the future performance of these trainers.

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Training needs analysis In the SIYB trainer development program, training needs analysis (TNA) is integral part of the selection interview. At the end of the interview, master trainers are expected to carry out a rapid TNA, using a one-page TNA questionnaire developed by the SIYB Sri Lanka project. A blank TNA questionnaire is attached to this guide. The TNA questionnaire checks on training needs and wants of the applicant, with view to both curriculum and training logistics. Further background information on the training needs and wants of the applicant is furnished in the trainer application form. Training of trainers Duration: A standard training of trainers (TOT) seminar in the SIYB Sri Lanka program has a duration of two weeks or ten working days. The seminar is preferably residential and facilitated in one block, with an intermittent weekend, to build up group dynamics. Curriculum: The curriculum of a standard seminar program has three main learning blocks:

1. Introduction to the SIYB training packages. The first block takes the participants through the structure and contents of the GYB, SYB and IYB training packages an the supportive training manuals and business simulation

2. Strengthening training skills. The second block consists of a number of sessions related to trainers’ skills, i.e. on rhetoric, session design and delivery, presentation skills, adult learning principles, participatory training methods, multi-media presentations and meta plan techniques

3. Implementing SIYB training interventions in practice. The third block emphasizes the practical application of the newly acquired training knowledge. Each seminar participant is expected to plan and deliver at least one SIYB training session according to the specifications in the SIYB trainers guide.

Each learning block is facilitated with a set of sessions; sessions belonging to different blocks alternate, to ensure a fair balance between learning theory and practicing training. Training is highly participatory, building on brainstorming, metaplan, group exercises and games. During training, participants also learn how to play and later facilitate the SIYB business simulation. A special seminar session is dedicated to gender-sensitization, i.e. dealing with the question of how best to customize SIYB training to the needs and wants of women. Standard seminar program: A standard two-week SIYB TOT seminar program is illustrated overleaf. Standard session plans are attached to the Annex of this guide. Also attached are a standard seminar budget form and a checklist for seminar stationary and other training consumables for 15 participants. To avoid unsustainable workload, standard TOT seminars should always be facilitated by at least two master trainers!

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Time Monday Tuesday Wednesday Thursday Friday

First week

08:00 - 10:00 Opening session Introduction to the SIYB program

Presentation skills Part I

Effective use of training tools The SIYB training cycle Marketing the SIYB program

Developing SIYB training session plans)

Tea break

10:20 - 13:00 Introduction to the GYB training package

Introduction to the SYB training package

IYB training package Selection and Training Needs Analysis

Presentation skills (II)

Lunch break

14:00 - 15:00 The SIYB Game Module 1 Principles of adult learning SIYB Game Module 2 SIYB Game Module 3 Managing SIYB seminar logistics

Tea break

15:30 - 17:00 The SIYB Game Module 1 continued

Participatory training methods SIYB Game Module 2 continued

SIYB Game 3 continued Mid-Seminar participants evaluation

Evening Self-study of the GYB training materials

Customizing SIYB training for women entrepreneurs

Self-study of the SYB training materials

Self-study of the IYB training materials

SIYB Game 3 continued

Second week

08:00 - 10:00 Entrepreneurial competencies GYB training session

Costing products/services (I) SYB training session

Stock control IYB training session

Buying IYB training session

Financial planning (I) IYB training session

Tea break

10:20 - 13:00 Generating business ideas GYB training session

Costing products/services (II) SYB training session

Marketing (I) and (II) IYB training session

Record-keeping (II) IYB training session

Financial planning (II) IYB training session

Lunch break

14:00 - 15:00 Selecting a business idea GYB training session

Forms of business SYB training session

Record-keeping (I) IYB training session

Monitoring and evaluating SIYB training (I)

Action plans of partner organizations

Tea break

15:30 - 17:00 Staffing SYB training session

Conducting SIYB follow-up interventions

Monitoring and evaluating SIYB training (II)

Seminar evaluation & Closing session

Evening SIYB Game Module 1 Training session

SIYB Game Module 2 Training session

SIYB ToT Test

SIYB Training of Trainers seminar schedule

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Pre-seminar crash course in business management: The study of the seminar schedule reveals that basic business management is not part of the training curriculum; for this reason, all seminar participants should have demonstrated at least a satisfactory understanding of business management during the selection process! Master trainers might still decide, or be pressured by client organizations, to take in candidates with a weaker background in business management. In these cases, master trainers are strongly encouraged to conduct a one-week pre-TOT seminar crash course in the contents of business management. The SIYB project recommends designing the crash course around the standard schedule of a complete IYB training course, using the IYB manuals as supportive training materials. During the crash course, seminar participants are put in the shoes of existing entrepreneurs and taken through the details of costing, record keeping, buying, stock control, marketing, productivity management and business planning, By the end of the crash course, participants should sit for a test: Master might randomly choose exercises from the back of the IYB manuals, copy them and ask participants to complete them without book support. Participants passing the test can be admitted to the TOT seminar. Participants failing to answer the exercises correctly should be de-selected. A trainer who is not able to answer any of the exercises in the back of the IYB manuals should never facilitate an IYB training intervention for existing entrepreneurs! Modifications to the standard seminar program: Master trainers are requested to follow the standard seminar schedule when designing a TOT intervention. Yet, they are invited to change and modify individual sessions, and to complement them based on their own sectoral expertise and training experience. In any case, they should lean back on their subject expertise acquired earlier as SIYB trainers and to implement the recommendations for training session design from the SIYB trainers guide. For example, they are expected to state the session objective and the main contents in bullet points at the beginning of each session; for further details master trainers should refer to their SIYB trainers guides Master trainers are also expected to customize the seminar schedule according to the specific training needs and wants of the seminar participants (refer to the results of the TNA for details). For example, master trainers might accommodate special requests for language of training, food and boarding, session timing, particular training topics and others. Where feasible, master trainers should also seek grouping seminar participants. Particular emphasis is to be paid on addressing the specific needs of female participants. Women find it often difficult to attend two weeks in a block to a training seminar because of social obligations and pressing family tasks. To accommodate these gender-specific concerns, master trainers might

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organize childcare facilities on the training venue19 plan for a long intermittent weekend starting on Friday at 14 hours to allow

participants early and safe travel home offer both male and female participants family rooms, inviting them to bring over

a family member at nominal cost organize group transport to and from the seminar venue aim at ending evening seminar sessions in time, to allow participants to return

home over the night if they wish so. A TOT seminar is not to be confused with paid leave, though. Master trainers should never compromise on the seminar schedule in a way that the training quality suffers. For instance, it is not feasible to simply cut out a Friday afternoon session, to facilitate travel for seminar participants. Participants eager to leave early on Friday afternoon also need to show flexibility and should for example agree to sit for an extra- evening session the night before. End-of-seminar examination: At the end of a standard two-week TOT seminar, participants are expected to sit for a examination of two-three hours. The objective of the examination is to check on learning; the exam questions center on the three main learning blocks, i.e. on the structure and contents of the training packages, theory of adult learning and training methods and –tools, and on how to facilitate training sessions in practice. Participants should sit for the examination on the evening before the last day of the seminar (and immediately before the farewell party to avoid an anti-climax), and master trainers are expected to process the exam results by Friday afternoon. Exam papers should be prepared in Tamil, English and Sinhala to ensure that no participant is disadvantaged. A blank exam paper form in English is attached to this guide. Master trainers should jointly review these exam papers in regular intervals, to customize them to the specific needs and capacities of Sri Lankan seminar participants. To pass the final exam, participants should score at least 30% of the total score possible. For the TOT seminar to be considered a success, at least 75% of all participants should manage to pass this minimum threshold (also refer to chapter III. 4 on quality control). Seminar participants failing to reach the minimum score should not be graduated but offered the chance to sit for a second test one week after the seminar. During this second test, the same exam papers should be placed in front of the trainees – and provided they have rehearsed the seminar curriculum, they should be able to pass the examination easily. If they fail again, these trainees should not be graduated. Certification of seminar attendance: Participants successfully passing the exam in round I or later in round II receive a certificate of attendance from the master trainer. Standard blank certificates of attendance are available through the SIYB project office.

19 Extra costs should be added as a fraction to the seminar registration fee and evenly shared by all participants.

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A certificate of attendance is not to be confused with a trainer certificate! The certificate of attendance confirms the successful graduation of the trainee from the TOT seminar. To be certified fully competent as an SIYB trainer, the graduate is expected to carry out at least one GYB, SYB and IYB training activity each within 12 months after the seminar. Refer below for details. Higher quality through continuous client feedback: At the end of each training day, master trainers are expected to seek feedback from participants about the seminar proceedings, training logistics and any other issue of concern. To that purpose, master trainers distribute copies of the daily seminar evaluation form, to be completed and returned immediately by participants. The master trainer should immediately take up any concern raised by participants and seek corrective action. Both concerns and corrective action should be reported back to the plenum next morning. At the end of the seminar, again, master trainers seek feedback about the seminar from participants, but this time retrospectively for the training event as a whole. To that purpose, master trainers distribute copies of the end of seminar evaluation forms to participants and ask them to complete and return these forms on the spot. The results of the end-of-seminar evaluation are recorded in the master trainer activity report; they provide important information about the trainer satisfaction rate with services received (also refer to chapter III.4. for quality standards of the SIYB program). Follow-up support after training Individual counseling: After graduation from the TOT seminar, the newly trained trainers are expected to implement at least one GYB, SYB and IYB training activity each. Master trainers provide them on-the-job with follow-up advisory services in the process. To receive their trainer certificate, the SIYB training intervention has to satisfy the minimum standards spelled out in the trainers guide and again in chapter II.4. of this guide. Master trainers are ultimately held responsible for the training performance of “their” graduates – accordingly, they are encouraged to lend these trainees all technical support needed to succeed. Follow-up support from master trainers can look as follows:

Individual counseling how to plan and implement a training course Co-facilitation of individual sessions On-site monitoring of training sessions, with immediate feedback to the trainers Facilitation of network contacts between trainers and training organizations

The performance of the trainee on-the-job is to be recorded on the trainer performance card introduced earlier in this guide. The trainer performance card enables the master trainers to monitor and track trainer performance over time, and to compare the development paths of different trainers.

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Refresher training of trainers: Trainers that have successfully completed at least one SIYB training activity are eligible for a Refresher Training of Trainers seminar. Refresher training of trainers seminars usually take between two and three days and are preferably residential to build up and maintain group dynamics. The workshop objectives are to

provide trainers with a forum to share their experience seek trainer feedback to further improve future trainer development activities further upgrade the training skills of trainers, i.e. to introduce them to new

training methods, tools and training modules. No standard workshop program applies; the schedule is to be designed around the specific training needs and wants of SIYB trainers; to extract these training needs, master trainers should analyze the trainer performance cards and consult trainers on the job. Illustrated below is an example for a Refresher Training of Trainers workshop organized by the SIYB Sri Lanka project in mid-2001.

Example of an SIYB refresher training and trainers seminar schedule Venue: Hotel Renuka; Dates: 8-10 July 2001

Day Time 1 2 3

08:30

10:15

Review of the progress of the 1st and 2nd quarter of year 2001

Forum discussion with trainers from the SIYB Vietnam project

Rewarding high performers and trainer certification

Tea break

10:30

13:00

Presentation of individual progress and the future plans

of the trainers SIYB follow-up

Rewarding high performers and trainer certification

(continued)

Lunch

14:00

15:00

How to market SIYB training to clients and sponsors

Gender sensitizing SIYB training activities

Tea break

15:15

17:00

Planned activities of the project Use of SIYB M&E tools on-line

Evening session

Strengthening trainers in SIYB session delivery Party

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Follow-up costs: Both individual follow-up services and refresher trainings inevitably attract costs. Who foots the bill? Costs for individual counseling services through master trainers should be accommodated in the original seminar budget, as an integral part of the trainer development package. Training and follow-up should not be sold separately, and training without follow-up severely limits the impact of the human resource development effort. Therefore, systematic follow-up after training is a must for master trainers, and one of the key indicators of their performance. For more details how to budget for follow-up, refer to the blank seminar budget form attached to this guide. Costs for refresher training of trainers workshops should be charged to the training organizations employing the trainers. To that purpose, master trainer should prepare a regular workshop budget, calculate costs per participant and next promote the training offer as a staff development intervention to the training organizations. It will often take considerable persuasion effort to convince training organizations to release and pay registration fees for their trainers. It might help, though, to stress the point that participation in a refresher training of trainers seminar is a precondition to be admitted to an SIYB master trainer seminar in future. Trainer certification SIYB trainers having successfully completed at least one training activity in GYB, SYB and IYB have a right to receive a trainer certificate. Trainer certificates are printed and issued by the SIYB project and co-signed by the project coordinator and the master trainer. Once the project has closed down after 2004, issuing trainer certificates will be the discretion of master trainers. It is recommended that trainer certificates are handed over as part of a certification ceremony, where possible covered by media and combined with a get-together by all active trainers. To facilitate such an event, it is a good idea to combine refresher training of trainers workshops and trainer certification ceremonies. Selection of new entries for a master trainer seminar As indicated above, master trainers identify prospective candidates for admission to a master trainer seminar. The actual selection and later training of these candidates is the sole discretion of ILO-SIYB project and ILO-nominated master trainers with seniority. Prospective master trainers should have an excellent professional qualification, extensive work experience, and a strong focus on training quality, not mere concern for training outreach. Attached to this guide are master trainer application forms and an evaluation score sheet, indicating the weight of each parameter in the total score. The score sheet serves as a guideline for master trainers to identify and recommend suitable candidates for a TOMT seminar.

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Master trainers should actively seek developing SIYB trainers to the stage where they can apply to the ILO-SIYB project for admission to a master trainer seminar. From a strategic point of view, new entries in the master trainer pool are in the mutual interest of all parties and essential for program sustainability. A certain element of competition among master trainers will be unavoidable but should be welcomed by all key performers! Finally, the population of master trainers needed to sustain a national SIYB program, is a function of market size and demand for training of trainers and -entrepreneurs. Master trainers in conjunction with ILO and training organizations have to project the demand for basic management training services in the local market as part of a routine SWOT analysis. Based on that market intelligence, they can negotiate realistic program targets and deduct the likely demand for additional master trainers.