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close this bookGuide to Developing Training Strategies (DHA/UNDRO - DMTP - UNDP, 55 p.)
close this folder6. Preparing training strategies
View the document(introduction...)
View the document6.1 Training framework
View the document6.2 Other training alternatives

6.2 Other training alternatives

Further details of actual training programmes are discussed in Part One of Guidelines for Trainers Leading Disaster Management Workshops and several examples of ‘formal’ and ‘organised’ training activities are given. There are, of course, other alternatives, such as coaching and mentoring on a ‘one on one’ basis by the experienced staff in an organisation. A good deal of knowledge and expertise in an organisation does not get passed on due to the lack of a formal medium (such as an organised training activity) to activate it. The main advantages of coaching/mentoring as a training alternative are:

· the organisation taps its own sources of expertise and information

· it is an on-the-job activity, capable of being carried out at a minimal loss of work time and at a limited cost

· it helps to create a dialogue about the work of an organisation and so can reasonably be expected to have a favourable effect on both performance and morale

· it provides an opportunity for self-development both for the mentor and the ‘trainee’

· it provides the opportunity to deal with day-to-day problems. The constantly changing nature of disaster management brings forth problems and requires new skills that cannot be stored up to be dealt with on some future training programme

· the interest raised in learning can create an appetite amongst staff for future formal training activities

Coaching/mentoring should be developed as a complementary training medium to more systematic and formal training activities. The organisation should also invest in training potential coaches and mentors in appropriate teaching skills and attitudes in order to make the best use of their knowledge and expertise.