Lessons learned from developing online training for humanitarians
January 28, 2018
This post is filed under: Daily News, Online Training, Open Learning, Policy.
Tagged as: Learning Systems
A comprehensive online learning programme with more than 200 courses was built by the International Federation of Red Cross and Red Crescent Societies between starting with 2009 and 2015, offering development opportunities to the Red Cross and Red Crescent (RCRC) volunteers and staff to broaden their understanding, to strengthen their organisations, and to be better prepared in providing humanitarian aid. While it is difficult to say to what extent factors such as training, job mentoring, and induction programmes contribute to job performance and to an organisation’s efficiency, it is certain that staff and volunteers willing to undertake courses are more open to transformative and creative approaches, more prepared to tackle with new challenges, more likely to have a stock of knowledge and competencies broader than their own specialisation. Learning and “knowing to learn” are conditions for competitiveness and high performance. Over time, generally speaking, implementation of training as a priority personnel policy proved to have the most significant effects on productivity growth, therefore, efforts towards building a learning culture and delivering quality (online) learning are key for developing organisations, their staff, and the quality of services provided. An online training would make a significant difference in learners’ behaviour if it follows several practical guidelines in development, accompanied by thorough checklists to ensure relevance, consistency, alignment and to assist training programmes’ lifecycle.
A comprehensive online learning programme with more than 200 courses was built by the International Federation of Red Cross and Red Crescent Societies between starting with 2009 and 2015, offering development opportunities to the Red Cross and Red Crescent (RCRC) volunteers and staff to broaden their understanding, to strengthen their organisations, and to be better prepared in providing humanitarian aid. While it is difficult to say to what extent factors such as training, job mentoring, and induction programmes contribute to job performance and to an organisation’s efficiency, it is certain that staff and volunteers willing to undertake courses are more open to transformative and creative approaches, more prepared to tackle with new challenges, more likely to have a stock of knowledge and competencies broader than their own specialisation. Learning and “knowing to learn” are conditions for competitiveness and high performance. Over time, generally speaking, implementation of training as a priority personnel policy proved to have the most significant effects on productivity growth, therefore, efforts towards building a learning culture and delivering quality (online) learning are key for developing organisations, their staff, and the quality of services provided. An online training would make a significant difference in learners’ behaviour if it follows several practical guidelines in development, accompanied by thorough checklists to ensure relevance, consistency, alignment and to assist training programmes’ lifecycle.
