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Training Needs Analysts in NGOs 2004-2005

Introduction

Along with its strong commitment to enhance NGO capacity building, the Council has been launching various initiatives in facilitating and supporting NGOs’ training and development efforts.  Training Needs Analysis is an annual exercise that The Hong Kong Council of Social Service conducts to study the sector-wide training needs with the Agency Members.  The purpose of the exercise is to understand the priorities on training in NGOs and to provide reference for individual agencies and the Council to plan and organize training programs to meet the training needs for agencies and the sector.  The Council used to organize expert group discussions and sharing sessions with agency training officers to study the training needs.  This year is the first time that the approach of survey is adopted.

In June to August 2004, the Council conducted a NGOs Training Need Survey among the Agency Members.  There were 49 Agency Members participated in this Survey, and at a response rate at 16%.

 

Objective & Methodology

1.1 Objectives

The objectives of the Training Needs Survey is to:

  • identify the competency gaps of the various levels of NGO staff among Agency Members;
  • identify the training priorities of NGO staff as reflected in the competency gaps; and
  • provide reference to NGOs and training providers in the design and delivery of training programs for NGO staff.

1.2 Competency Framework

The competency-based approach has became more commonly used in the sector for training and development of NGO staff.  The Survey made reference to the competency models developed in 2003 from the 1st Joint Business Improvement Project involving 16 Agency Members coordinated by the Council.  The Survey was an exercise of measurement of agency’s general perception in job competencies of their staff: importance of the competency, proficiency requirement, and current proficiency.  Training priorities were identified as the gap between the required proficiency and current proficiency of staff.  In the Survey, there were 61 items of core competencies divided under 19 dimensions of 5 clusters as below:

Cluster 1:   Personal Effectiveness

  1. Leadership
  2. Innovation
  3. Personal Drive

Cluster 2:   Working with Others

  1. Communication
  2. Team Building
  3. Staff Management
  4. Networking

Cluster 3:   Results/Tasks Orientation

  1. Planning & Control
  2. Financial Management
  3. Project Management
  4. Resources Management
  5. Drive for Efficiency & Effectiveness
  6. Customer Orientation
  7. Accountability

Cluster 4:   Strategic Planning

  1. Vision & Foresight
  2. Business Development & Business Acumen
  3. Crisis Management

Cluster 5:   Research & Evaluation Skills

  1. Sensitivity to Environments
  2. Analytical Proficiency

1.3 Classification of Staff Levels

The Survey was targeted to NGO staff, which had been divided into 3 categories.  Managerial and supervisory level included the agency heads, department heads and supervisors; non-supervisory level included officers and professional staff; supporting level included assistants, clerks, and other clerical staff.

1.4 Core Competency Requirements

According to their general perception of the current situation of the staff at their agencies, respondent Agency Members were required to indicate the level of importance of various competencies, and the level of proficiency requirement, and the level of current proficiency.

For the level of importance, the three levels were: “Not Applicable”, “Unimportant”, and “Important”.  If “Non Applicable” was selected, there was no need to complete the subsequent parts on proficiency requirement and current proficiency.

For level of importance, the five levels from “1” to “5” were: “little requirement”, “low level”, “moderate level”, “high level” and “excellent level”.  For level of current proficiency, the five levels from “1” to “5” were: “not at all”, “low level”, “moderate level”, “high level”, and “excellent level”.

1.5 Competency Gaps and Training Priorities

Having collected the replies from the respondent Agency Members, the average rate was taken in both the proficiency requirement and current proficiency levels.  The difference between the two average numbers was identified as the Competency Gap.  The competency gaps with relatively higher scores were then interpreted as Training Priorities.

 

TNA Report 2004

 

 

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