JOINT STAFF DEVELOPMENT PROGRAMME 2015

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1 International Training Centre International Labour Office Human Resources Development Department, ILO and The International Training Centre of the ILO, Turin JOINT STAFF DEVELOPMENT PROGRAMME

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3 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Contents Foreword Management Executive Leadership and Strategic Management Programme...3 Training for ILO Office Directors...5 Training for National Programming Officers...7 Convention for Chief Technical Advisers...9 Academy on Development Cooperation...11 New officials Orientation workshop for new ILO officials...12 Upgrading skills and technical expertise Evaluation Managers Certification Programme...13 Green Jobs Certification Programme...14 Training of Trainers Certification Programme...16 Knowledge Lab: strategies, tools and techniques...18 Macroeconomics and modelling for labour market analysis...20 Quantitative analysis of labour market effects of economic policy reforms: a Social Accounting Matrix (SAM) approach...21 Master of Science in Applied Labour Economics for Development iii

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5 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Foreword Since 2011, the Human Resources Development Department (HRD) and the International Training Centre of the ILO (the Centre) have worked together to deliver a joint development and training programme for ILO staff. Around 2,000 ILO officials have attended training programmes organized by the Centre over the period In response to the recommendations of the ILO Field operations and structure and technical cooperation review (2013), the Board of the Centre adopted a framework for a new learning partnership between the ILO and the Centre at its 77th Session (October, 2014). The approach set down in the framework is taken into account in the ILO Transitional Strategic Plan for and in the ILO Technical Cooperation Strategy for This new learning partnership has the following three objectives: to contribute to a qualitative improvement in the overall capacity development service model of the ILO; to streamline the provision of training and learning capacity-building services to ILO constituents thereby avoiding duplication, competition and overlap between the Centre and the ILO; to create greater synergies and efficiencies in the provision of these services by the Centre and the ILO. The 2015 joint staff development programme has a new focus on management training and development for both headquarters and field staff. The second edition of the Executive Programme on Leadership and Strategic Management will take place in January 2015 building on the experience and the recommendations arising from the 2014 pilot. Two new courses have been designed to respond to the recommendations of the ILO Field operations and structure and technical cooperation review (2013) which offer specific training and development opportunities to ILO Office Directors and to National Programming Officers. A first Convention will be held for ILO Chief Technical Advisers (CTAs) as well as an Academy on Development Cooperation. A new package of training provides opportunities to ILO staff to upgrade their skills and technical expertise. This includes a number of certification programmes on Green Jobs, Evaluation Managers and a Training of Trainers programme. A Knowledge Lab will be offered linked to the strong emphasis placed by the ILO on developing a culture of knowledge sharing among staff. The Knowledge Lab is a collaborative effort between the KMCT, HRD and INFOTEC and has been specifically developed and designed to support the implementation of the ILO knowledge management strategy. This 2015 catalogue also includes the well-established orientation workshop for new ILO officials. This joint staff development programme is specifically designed for ILO staff at headquarters and in the field. You are also invited to review the 2015 Training Catalogue of the Centre which offers a wide range of other training activities, academies, and Masters Programmes which may be of interest to you. You can consult the catalogue at 1

6 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME HRD and the Centre are committed to strengthening our collaboration to widen the opportunities for training and learning offered to all ILO staff. In line with the framework for the new learning partnership between the Centre and the ILO, a Learning Task Force between HRD and the Centre has been established to ensure more strategic and coherent planning and complementarity on ILO staff development. We welcome very much your feedback on this programme and your suggestions for improvements. Mark Levin Director Human Resources Development Department Patricia O Donovan Director International Training Centre of the ILO 2

7 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Executive Leadership and Strategic Management Programme In collaboration with the Human Resources Development Department and the UN System Staff College equipped with the essential knowledge to be more effective leaders of the ILO s strategic agenda and better managers of its resources and capacities. Participants will have improved their knowledge and be better equipped to apply it to: strategic leadership and collaboration persuasion, influencing, political acumen and communication managing change and innovation the role of the ILO in the evolving landscape of the world of work Background and context This Executive Programme is tailor-made for ILO s specific needs around leadership and management approaches and skills, and the strategic priorities the Director-General has set for an effective, influential and high-performance ILO. The programme takes into account the specific mandate of the ILO and its unique tripartite governance structure. In our daily work, we are mostly involved in acting or reacting to events that require urgent attention. At this programme, participants will have the opportunity to reflect on their own management and on the bigger picture of senior ILO leadership. Participants will receive their own personal journal to sketch and outline thoughts, reflections, resolutions or action plans. Learning objectives The programme is designed to explore the strategic role and relevance of the ILO in view of the sustained economic crisis, new opportunities, challenges and realities; and to align, expand and refine the participants own leadership potential and deepen selected management approaches and skills. At the end of the programme, participants will be better Methodology and format The programme is designed around content inputs, discussion and consultation, peer-sharing, creativity, and reflection elements. Each day is interwoven with reflection time, dialogue groups, opportunities to get to know each other, to initiate a support network and interaction with colleagues and speakers. In dialogue groups with a different composition each day, participants share experiences and discuss what resonated with them from the presentations and how they will apply it once they return to work. Prior to the residential session at the Centre, participants will be requested to complete the 360 degree and personality questionnaires and will receive some optional reading materials. Content Further to a Learning Needs Assessment of senior managers conducted by the ILO, one of the most frequent learning requests was for Leadership and Management Learning, indicating a strong desire among senior staff to deepen and expand their capacity in these 3

8 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME areas. In response to this, the ILO has identified the following topics to be addressed during the programme under these two headings: Leadership Promote ILO as an essential global interlocutor on the world of work Influence international development agendas Motivate and lead collaborative teams on strategic priorities Promote transparency, good governance and accountability in the ILO Managing for effective performance Anticipate and manage change and organizational innovation Increase effective performance Improve delivery and policy outcomes in a results-based framework Increase service orientation and high quality advisory service Target group The programme is aimed at ILO officials who have recently assumed management and leadership roles at headquarters or in the regions (normally at D1 or D2 level) or who have the potential to assume such roles over the next 3 to 5 years (normally at P5 level). Participants for the programme are selected by the ILO to ensure that all participants meet relevant criteria as well as maintaining a balance between headquarters and regions, gender and technical areas. Follow-up activities In order to retain the learning from the programme, several follow-up activities are envisaged by the ILO. Participants will receive their personal commitments on how they will concretely apply the learning as a follow-up after 4 months. Participants are then invited to share their stories with the other alumni and the Training Team. ILO will offer executive coaching for participants to work on the feedback of the 360 degrees questionnaire and on the implementation of your personal commitments emerging from the programme. Delivery modality Face-to-face workshop at the Turin Centre Duration: 5 days Dates: January, Further information Staff members from headquarters and field offices are selected for this workshop by the SMT. A detailed brochure on this programme and further information on the selection process are available from HRD. Cost: Programme fees, full board and lodging in Turin are covered by HRD s central training credits for all participants. Travel-related costs are covered by the staff development funds available at the work unit/project level. Depending on available funds, cost-sharing arrangements might be considered. Contact: capability@ilo.org 4

9 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Training for ILO Office Directors In collaboration with the Human Resources Development Department to better leverage the assets at their disposal. At the same time, they need to connect better with the field structures of other UN entities as Delivering as One UN takes shape. Last but not least, they need to be empowered to keep pace with technological developments in the changing office environment. Learning objectives Background and context ILO Office Directors are the principle interface linking the ILO to its constituents and other stakeholders on the ground, and they are key actors in the execution of the ILO Strategic Plan in the regions and in countries. Their work traditionally involved the following two dimensions: leadership tasks representing the ILO vis-à-vis ILO constituents and in turn, advocating and feeding back to the ILO the priorities of the constituents; day-to-day management and administration of office assets, including human resources and finance. Other functions recently added to the occupational profiles of Office Directors are to systematically mobilize financial resources to execute Decent Work Country Programmes prepared jointly with local constituents, and to facilitate the local programming cycles linked to the global ILO mid-term strategic framework and the programme and budget biennium cycle. The complexity of these work streams has increased in recent years with the need to absorb a fast growing body of financial and administrative rules and regulations; IT supported programming applications, and ever shorter planning cycles. Resource mobilization initiatives have to be professional and Office Directors need to be embedded into the wider ILO network in order In order to strengthen the delivery capacity of ILO Office Directors in response to this complex and multifaceted occupational profile, a multi-step blended learning activity has been developed combining a one week face-to-face training seminar at the Centre with follow-up peer-to-peer support. The learning activity will be delivered with inputs from ILO Directors/Chiefs, Centre learning experts and external consultants. Selected sessions will be co-facilitated by senior ILO Office Directors acting as peers. Methodology and format The activity will be learner-centred. The faceto-face component will be hands-on and participants will be fully engaged in individual and group assignments. Sessions will be cofacilitated by the Centre, resource persons from ILO headquarters, and by ILO Office Directors. They will be empowered to link to decisionmakers in the relevant headquarters units for guidance on operational level aspects of office management and administration. The learning activity will be a five day training seminar in Turin followed by peer-to-peer support. One hour self-guided distance learning modules will be offered on selected business management functions like programming in SMM, budget management in FISEXT, procurement rules and regulations. 5

10 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Upon successful completion of the learning activity, participants will receive a certificate of achievement. Content The face-to-face training component will include the following topics: building blocks of the ILO transitional Strategic Plan ( ) the results-based management principles underpinning the ILO framework birds eye view of the Strategic Management Module (SMM) DWCP planning and implementation cycles resource mobilization strategies UN reform and implications for ILO field structures financial management for non-financial experts. The follow-up peer-to-peer support will focus on the application of the knowledge acquired during training. Peer support will be offered on a confidential basis. Target group Participants will be ILO Office Directors, either already in post or to be deployed. Up to 15 participants will be admitted to the multistep learning activity with one learning cycle implemented each year. Participants will be selected by HRD in consultation with the regions and headquarters units to ensure that all participants meet relevant criteria as well as maintaining a gender balance and a balance between headquarters and regions. In order to be considered, participants must have completed the ILO Internal Governance e-learning Programme. Language The training programme will be offered in English. Delivery modality Face-to-face seminar at the Turin Centre Duration: 5 days Dates: 6-10 July, Further Information Cost: Workshop fees, full board and lodging in Turin are covered by HRD s central training credits for all participants. Travel-related costs are covered by the staff development funds available at the work unit/project level. Contact: tdir@itcilo.org 6

11 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Training for National Programming Officers In collaboration with the Regional Offices, the Human Resources Development Department and PROGRAM monitoring and reporting of implementation progress against set CPOs, sub-regional and regional outcomes and outputs. This includes switching the status of CPOs from pipeline to target or maintenance status, and editing of outcomes. Learning objectives Background and context One of the core functions of National Programming Officers in ILO field offices is the facilitation of programming cycles linked to the higherlevel ILO mid-term strategic framework and the biennium programme and budget cycle. This encompasses: liaison with ILO constituents and other ILO stakeholders, the specialists in Decent Work Technical Support Teams, and in ILO led technical cooperation projects, on thematic priorities in the promotion of decent work in the national context; reporting on priorities to the programming units in Regional Offices and where applicable, directly to PROGRAM, to inform the development of the biennium work plan under the ILO Programme and Budget; formulation of Country Programme Outcomes (CPOs) and where applicable, sub-regional programme outcomes for the biennium, by way of cross-referencing the technical inputs with the Decent Work Country Programmes, Decent Work sub-regional programmes and where it exists, the Decent Work Plan for the region; attribution of resources to these outcomes, including work-months of specialists and finance from regular budget or extra-regular budget resources; The list of tasks above illustrates the complexity of the national programming function and the critical importance of these staff to the formulation and implementation of the wider ILO organizational strategy. In order to strengthen the delivery capacity of National Programming Officers, the Centre is proposing a blended learning activity combining face-to-face training with distance-learning modalities and an on-line community of practice. The learning activity will be delivered in collaboration with PROGRAM building on lessons learned from past capacitybuilding interventions led by PROGRAM. Methodology and format The activity will be learner-centred. The faceto-face component will be hands-on and participants will be fully engaged in individual and group assignments. Before and after the face-to-face training component, participants will take individual responsibility for their learning process and be empowered to learn at their own pace drawing on support from peers and coaches via the internet to apply the newly acquired knowledge. The learning activity will be comprised of: a three-day face to face workshop at the regional level delivered jointly by the Centre, PROGRAM and the Regional Programming Unit; 7

12 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME a tutor-based follow-up distance learning modality where national Programming Officers can seek one-on-one coaching support; an online community of practice moderated by the Centre and linking national Programming Officers in an ILO global network. Upon successful completion of the learning activity, participants will receive a certificate of achievement. Content The face-to-face training component will cover the following topics: building blocks of the new ILO transitional Strategic Plan for introduction to the results based management principles underpinning the ILO system review of the Strategic Management Module (SMM) how to align DWCP s with the work plan in SMM? cascading outcome and output indicators programming resources under outcomes and outputs reporting progress in SMM reviewing outcome status in SMM towards Delivering as One UN: how to align country level work plans with UNDAPs and other development frameworks The distance-learning component will focus on individual follow-up support, using coaching sessions with tutors via the internet, and peer support from other National Programming Officers via the community of practice. Target group Participants will be National Programming Officers in ILO field offices. For the face-to-face training component, participants will be limited to 15 per region. The community of practice linking national programming officers via the internet will have global outreach. Tutor-based distance-learning will be individualized. The participants will be nominated by the relevant Regional Offices. In order to be considered, participants must have completed the ILO Internal Governance e-learning Programme. Language The training programme will be offered in English, French and Spanish. Delivery modality Face-to-face workshops in the regions Duration: 3 days Cost: Workshop fees are covered by HRD s central training credits for all participants. Travel-related costs are covered by the staff development funds available at the work unit/ project level. Contact: sdp@itcilo.org 8

13 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Convention for Chief Technical Advisers In collaboration with the Partnerships and Field Support Department (PARDEV) Background and context The first Convention for Chief Technical Advisers is being organized in close cooperation between PARDEV and the Turin Centre and with the support of the Deputy Director for Field Operations, PROGRAM and HRD. The Convention will consist of a three day inter-regional event for Chief Technical Advisors (CTAs) of projects implemented by the ILO which is intended to strengthen their sense of being part of the One ILO, update their institutional knowledge, and share technical expertise. The Convention will take place at the Turin Centre. Learning objectives The overall objective of the Convention will be to strengthen the sense of One ILO among internationally recruited Chief Technical Advisors of ILO technical cooperation projects. The Convention will have the following specific objectives: build communities of practice among CTAs from different regions in line with the global team approach; update CTAs on key development strategies and current ILO priorities; provide CTAs with a platform to voice their concerns and make suggestions for improvements; familiarize CTAs with the products and services of the Turin Centre; consolidate CTAs role in resource mobilisation and understanding ILO resource allocation and monitoring; update CTAs on the status of the implementation of decisions arising from the Field Operations and Technical Cooperation Review; familiarize participants with the ILO Development Cooperation Strategy adopted by the Governing Body in November 2014); provide the CTAs with opportunities for interaction with headquarters and field-based colleagues; jointly review mid-term CTA career development opportunities with the ILO; draft guidelines for CTAs based in ILO nonresident countries. Methodology and format Each session will be focused on participatory action-oriented learning and knowledge sharing. Participants will have the opportunity to share experience, practices and knowledge among themselves and with ILO managers and thematic experts. Tablets will be provided to each participant for increased interaction and knowledge sharing. The activity will consist of a three day face-toface event, facilitated by expert trainers from the Centre. To fine tune the needs of the participants and the design of the final agenda, a needs analysis will be conducted through an on-line survey. The Convention will be supported by knowledge resources and materials. Participants will ensure the applicability of their learning and the achievement of concrete results. 9

14 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Content The Convention will focus on the following topics: the use and characteristics of communities of practice (COP); setting up COPs; global development strategies and their impact on ILO projects; ILO standards and values; current ILO priorities and their impact on ILO filed operations; learning and training for capacity development; specific knowledge products and learning opportunities; the role of CTAs in resource mobilisation; ILO s resource allocation: monitoring structure and processes; the field operations review and the review of technical cooperation; ILO s revised technical cooperation strategy ; ILO s role in the post-2015 sustainable development debate; ILO s role in efforts to enhance UN systemwide coherence, in particular at the country level; formal and informal networking environments; CTA career development prospects; CTAs in non-resident countries, including representing ILO; safety and security in the field. Target group Participants from the regions will be nominated by the Regional Directors. Participants from headquarters will be nominated by the Deputy Director-General for Policy (DDG/P). Delivery modality Face-to-face workshop at the Turin Centre. Duration: 3 days Dates: January, 2015 Contact: delta@itcilo.org 10

15 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Academy on Development Cooperation In collaboration with the Department of Partnerships and Field Support (PARDEV) and the Human Resources Development Department Methodology and format The Academy format will provide a coherent training programme with a flexible set-up tailored to individual learning needs. It will follow a three-phase format including distancelearning activities prior and after the Academy. The face-to-face phase will consist of a sevenday-course at the Turin Centre. Background and context The ILO reform agenda and the changing global context in which development cooperation takes place, as well as a demand from ILO staff for further training in the areas of project implementation, evaluation and local resource mobilization, has led to revamping the staff training offer on development cooperation. The Academy on Development Cooperation has been designed to deliver a coherent, responsive, flexible and up-to-date staff development training programme on development cooperation. The Academy complements the related elements of the ILO Internal Governance Programme. Learning objectives The central aim of the Academy is to provide participants with the necessary insights, skills, tools and other resources to enhance their performance and contribution to the ILO development cooperation programme. Specific learning objectives will be defined based on the ongoing, Office-wide learning needs assessment. Content The programme will tackle a wide range of topics relating to: Key issues, trends and policies that frame global, regional and national development cooperation; Project management methodology and competencies The use of TC projects to promote the ILO agenda, priorities and programmes including tripartism and social dialogue Partnerships and resource mobilization Target group ILO staff in the field and at headquarters, national and international staff, funded on the regular budget and on extra-budgetary resources who are involved in the ILO development cooperation programme from the programming, design, project implementation and technical and administrative backstopping. In order to be considered, participants must have completed the ILO Internal Governance e-learning Programme. Delivery modalities: Online and face-to-face workshop at the Turin Centre. Duration: 7 days at the Centre Dates: April, 2015 Contact: proc-promo@itcilo.org 11

16 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Orientation workshop for new ILO officials In collaboration with the Human Resources Development Department In order to be considered, participants must have completed the ILO Internal Governance e-learning Programme. Content Each year a number of new officials join the ranks of the ILO. While they are recruited in relation to their relevant skills and competencies, their backgrounds are diverse and they have different experiences and understanding of the ILO. Learning objectives This workshop helps new officials settle into the ILO. Participants have the opportunity to interact with colleagues in order to facilitate networking. The objectives of the workshop are to: Develop an understanding of the ILO s culture and values Clarify the ILO s objectives, structure and working relationships Foster a sense of belonging Target group The workshop is targeted at newly appointed officials hired for the first time by the ILO on fixed-term contracts within the last 6-12 months. They are expected to work with the ILO on a longer term basis e.g. 3 years or more, and should benefit from a more global perspective of the ILO s work given their roles. Participants for the workshop are nominated by their respective departments and regions and confirmed by HRD. The workshop has been designed as an interactive event and provides participants with information on the history, vision and strategic direction of the ILO. Participants will also explore key areas in which the ILO works and essential mechanisms for achieving Decent Work. Delivery modalities Face-to-face workshops at the Centre and 1 day at ILO headquarters. The course is conducted in English with the possibility for participants to express themselves in French and Spanish. Duration: 4 days Dates: April 2015 and November Further information Directors of Departments and field offices will be invited to nominate participants. Cost: Workshop fees, full board and lodging in Turin, and bus transport (Geneva-Turin-Geneva) are covered by HRD s central training credits for all participants. For HQ-based staff, partial DSA for miscellaneous costs in Turin is funded by the department s staff development funds. For field-based staff, travel-related costs are covered by the staff development funds available at the work unit/project level. Depending on available funds, cost-sharing arrangements might be considered. Contact: capability@ilo.org 12

17 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Evaluation Managers Certification Programme In collaboration with the Evaluation Office a 3-day workshop held at the campus in Turin from the 1 to 3 of July in which participants will be exposed to the technical requirements and the tools and techniques required to manage successfully an evaluation a coaching phase in which participants will be required to return to their posts and under the guidance of the programme administrator manage an evaluation using the acquired know-how and the management tools and techniques provided during the workshop. Background and context With the introduction of Results-Based Management in the ILO, evaluation has grown in importance. The ILO Evaluation Office (EVAL) implements the ILO evaluation policy by independently evaluating ILO strategies, policies and programmes. It also coordinates and provides quality control for a growing number of project evaluations undertaken throughout the organization. The large number of project evaluations (annual averages are between 50 and 60) precludes the staff of the EVAL from managing all of them in house. Therefore, most of the project evaluations are managed by ILO staff that volunteer to perform this task in the interest of the organization, with guidance and oversight provided by EVAL. Learning objectives In order to upgrade the quality of evaluation management and to expand the pool of qualified candidates, EVAL has established a development programme to formally certify staff that have volunteered in the past or that will volunteer in the future to become Evaluation Managers. Content The evaluation manager certification programme is composed of two stages: Delivery modalities A fully participatory action-oriented approach will be adopted, based on future evaluations that are to be managed by participants and drawing as much as possible on the practical experience of participants. The methodology, both in the delivery and application, will be a combination of interactive subject-matter presentations with group assignments designed to enhance team work, allow practical applications of the tools and techniques and to continuously measure learning achievement. The facilitators will help to create an environment conducive to dialogue, experience-sharing and partnership building. They will monitor the learning process and introduce remedies, if needed e.g. complementary sessions or specific support will also be given during both phases of the programme. Target group ILO staff working on the evaluation of technical cooperation projects and programmes. EVAL will review the profile of candidates and decide on their selection. Duration: 3 days at the Turin Centre followed by a coaching phase. Dates: 29 June 1 July, 2015 Contact: eval@ilo.org proc-promo@itcilo.org 13

18 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Green Jobs Certification Programme ( ) In collaboration with the Green Jobs Programme approach to mobilize and strengthen a global team, the Programme should be able to count on a larger competency base, ranging from specialists, to managers and programme officers, as well as technical cooperation staff. Learning objectives Background and context Sustainable development is expected to underpin the overall vision and goals to be adopted as part of the Post-2015 development framework. Employment, decent work and social inclusion will be probably strongly reflected in the formulation of the announced Sustainable Development Goals, as they were already in the Rio+20 Outcome Document. Within the ILO, a new policy mandate for sustainable development has been defined at the 102nd International Labour Conference in June The adopted conclusions concerning sustainable development, decent work and green jobs link a wide range of policy areas where constituents could take action, spanning across almost all technical areas of expertise of the ILO. The Strategic Action Plan, endorsed by the Governing Body in October 2013, emphasizes the strengthening of knowledge to inform evidence-based policy guidance and country implementation strategies. Taking a long-term perspective, and in line with the Director General s Green Initiative, the Green Jobs Programme has been given a leading role in the process of creating and further expanding the ILO s technical expertise in this regard. Through its consolidated Office-wide network Against this background, a dedicated staff development track is being made available to better articulate the link between sustainable development, decent work and green jobs across the ILO s strategic objectives and through the most relevant operational programmes. Content The training certification programme has been developed in collaboration with the ILO Green Jobs Programme, building on the existing curricula available on green jobs and other courses on sustainable development already in place at the Turin Centre and in the field. At the beginning of every year, the ILO Green Jobs Programme announces the list of eligible courses for the certification process on the following websites: Target group Through their participation in this training programme, ILO directors, chiefs and managers, specialists, experts and programme officers will be better equipped to advice constituents on how to link sustainable development, decent work and green jobs in national policy formulation and programme implementation. 14

19 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Delivery modalities The certification scheme includes a mix of distance learning modules, face-to-face courses and/or workshops, and a final written assignment. A minimum attendance of 90 hours training over a period of 18 months is required to obtain the final certificate, taking into account that: the distance-learning course corresponds to 30 hours training a 1-week course corresponds to 30 hours training a 2-week course corresponds to 60 hours training The pedagogical practice of e-portfolio will be introduced to accompany the entire learning process throughout the different learning modalities and outputs. Duration: Minimum 90 hours over 18 months Date: List of eligible courses available at the beginning of every year Contact: greenjobs@itcilo.org 15

20 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Training of Trainers Certification Programme In collaboration with the Human Resources Development Department tablets). Participants will be working within learnscapes using the COMPASS toolkit. Background and context ILO officials in the field and at headquarters are often involved in the design, organization, implementation and evaluation of training and learning events for ILO constituents and other stakeholders; this will continue to be an important component of the work of many officials. Only a limited number of ILO officials have been exposed to training opportunities that would turn them into effective facilitators of learning who master essential pedagogical competences. The Certification Training of Trainers Programme will provide ILO Officials with an opportunity to acquire and/or upgrade their current training and facilitation skills and techniques. Methodology and format A fully learner-centred approach, in line with the Turin Learning Approach the-centre/about-us/the-turin-learning-approach, will be adopted. The approach will be hands-on and participants will be fully engaged in individual and group assignments. Participants will take responsibility for their learning process as trainers. Learning will be enhanced by technology (e.g. use of The certification programme comprises the following stages: A three-day face to face workshop at the Turin Centre, during which participants will be exposed to training and facilitation techniques connected to the phases of the learning management cycle. A practice phase on-the-job during which participants will be requested to design and implement at least one training or learning event, using the techniques acquired during the workshop. The trainer will be coached during and assessed at the end of this practice phase by a Turin Centre Master Trainer. Upon successful completion of the workshop and the practice, the certificate will be delivered. Content The workshop will cover topics such as: The learning management cycle How do we learn? Learner-centred versus Trainer-centred approaches in adult learning Assessing learning needs, defining participants profiles, designing a coherent session/event Participatory facilitation techniques Evaluating the learning (towards measuring change) Participants will be provided with a range of resources (mostly on-line) to support their facilitator s function. Each participant will receive a set of COMPASS cards, containing about 60 knowledge sharing and participatory facilitation methods 16

21 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 The workshop will be designed and implemented using visual tools. Visual facilitation and visual recording will satisfy the need for enhancing learning. Similarly, creativity and diverging thinking will be stimulated all along the event. Participants will keep their own facilitator s log book. Target group Participants will be ILO field and headquarters staff, including technical specialists, who have regular or occasional responsibilities in designing or implementing training sessions or events or are engaged in organizational capacity Further information Interested staff can register through ILO People. Responsible Chiefs will need to approve registrations and related costs. HRD will review and confirm final participants. Cost: Workshop fees, full board and lodging in Turin, and bus transport (Geneva-Turin-Geneva) are covered by HRD s central training credits for all participants. For HQ-based staff, partial DSA for miscellaneous costs in Turin is funded by the department s staff development funds. For field-based staff, travel-related costs are covered by the staff development funds available at the work unit/project level. Groups will be limited to 15 participants. Language: The workshop will be offered in English Duration: 3 days at the Turin Centre followed by a practice phase on-the-job. Dates: 6-8 July, 2015 Contact: capability@ilo.org 17

22 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Knowledge Lab: strategies, tools and techniques In collaboration with the Knowledge Management Coordination Team (KMCT), INFOTEC and the Human Resources Development Department Learning objectives Background and context The value that the ILO provides to its constituents is largely based on knowledge intensive work. Knowledge Management (KM) is the discipline underpinning effective knowledge intensive work: it provides necessary concepts, methods, technologies and new ways of working. According to the Director-General, effective knowledge management is central to delivering relevant and quality services on a timely basis it is central to the reform process that we are in the middle of: it is critical to delivering as one which in itself depends on different parts working together to produce quality information and knowledge, effective flows and sharing of this information and knowledge. As ILO s KM strategy is developed and implemented, it will support key themes to improve service to constituents and particularly at national level: bringing world-class expertise to bear on challenges facing the ILO and the world of work; capitalizing on the deep and broad experience of ILO staff, constituents, and partners throughout the world; orchestrating and scaling collaboration and collaborative working practices; and fostering an enabling environment in which a supportive culture and way of working is encouraged. At the end of the workshop the participants will be able to: Understand the ILO s KM strategy and how its implementation affects the ILO s technical, administrative and managerial work; Apply various KM strategies, concepts, tools and techniques and select appropriate ones for a particular purpose or area of work; Strengthen relations with staff from various HQ units and field offices who are actively building their and the ILO s KM capabilities; Develop and sustain collaboration and knowledge sharing practices within the ILO and beyond. Methodology and learning approach The Knowledge Lab will provide the opportunity for participants to explore tools, techniques, methods, and IT applications that are currently available as well as those being developed, including the ILO KM Gateway, the Office-wide information sharing portal. Target group Technical specialists from HQ and the Field for whom KM will help better deliver their work; those already involved in improving KM (IT, HR, Library, etc); as well as managers who are expected to lead and oversee effective KM practice. Delivery modalities Pre-workshop consultations, background readings, and face-to-face workshop including 18

23 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 exercises, case studies, and presentations at the ITCILO in Turin. Duration: 3 days Dates: April Further information: Interested staff can register through ILO People. Responsible Chiefs will need to approve registrations and related costs. HRD will review and confirm final participants. Cost: Workshop fees, full board and lodging in Turin, and bus transport (Geneva-Turin-Geneva) are covered by HRD s central training credits for all participants. For HQ-based staff, partial DSA for miscellaneous costs in Turin is funded by the department s staff development funds. For field-based staff, travel-related costs are covered by the staff development funds available at the work unit/project level. Contact: capability@ilo.org 19

24 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Macroeconomics and modelling for labour market analysis In collaboration with the Research Department Methodology The methodology includes formal lecture and practical activities based on group work and case studies. Content Background and context Developing realistic models of labour markets for better insights into the links between macroeconomic policies, financial markets and labour markets has become a matter of urgent need in both academic and policy circles. As the leading multilateral organization on employment and labour market issues, an increasing demand has been put on the ILO to provide evidencebased policy guidance for an expedited recovery of labour markets from the distress caused by the recent global economic and financial crisis. As part of the response to this demand, the ILO has taken some initiatives to contribute to better macroeconomic modelling and employment forecasting of labour markets performance. Learning objectives Understand macro-econometric models and be able to interpret results obtained from such models in order to support evidence-based policy advice to ILO constituents. Introduction to concepts, structures and basic assumptions of most prominent of macroeconometric models and modelling techniques Review of relative strengths and weaknesses of competing models of growth and employment, in terms of simulation and forecasting of labour market outcomes Application of macroeconomic modelling and forecasting to derive robust policy implications for better labour market outcomes Target group: ILO staff working on employment and social policy Delivery modality: Face-to-face workshop at the Turin Centre. Duration: 5 days Dates: 13 July 17 July, 2015 Further information: ILO Directors will be invited to nominate participants. Contact: epap@itcilo.org Cost: Total 1,350 (tuition 750; subsistence 600) Travel at the participant s cost. 20

25 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME 2015 Quantitative analysis of labour market effects of economic policy reforms: a Social Accounting Matrix (SAM) approach In collaboration with the Employment Policy Department Learning objectives Ability to understand and use SAM-based multiplier methodologies for policy analysis and advice, drawing upon the experience gained in different ILO technical units that are using SAM. Methodology Background and context Social accounting matrices (SAMs), as macro-wide data frameworks, are developed to capture macrowide interactions among domestic economic agents (production sectors, households and governments). Social accounting multiplier (also known as Leontief multiplier) approaches are among the most popular SAM-based methodologies used to inform economic policy design in the context of trade, public investment, fiscal policy and environmental decisions. Compared with other macro-wide analytical methodologies, the SAM multiplier analysis entails a low level of complexity and data requirements. This makes it an exceptionally useful methodology to study countries and regions that have limited quantitative information. In addition, the SAM multiplier analysis is a useful step towards mastering more sophisticated methodologies such as the so-called computable general equilibrium (CGE) modelling. The methodology includes formal lecture and practical activities based on group work and case studies. Content Introduction to SAM-based methodologies Application of SAM multiplier analysis to inform economic policy design Presentation of SAM used in different ILO units Delivery modality Face-to-face workshop at the Turin Centre as part of the SAM module of the M.Sc. in Applied Labour Economics for Development offered by the Turin School of Development. Duration: 5 days Dates: 4 8 May, 2015 Further information: ILO Directors will be invited to nominate participants. Contact: epap@itcilo.org Cost: Total 1,350 (tuition 750; subsistence 600) Travel at the participant s cost. 21

26 2015 ILO/ITC ILO JOINT STAFF DEVELOPMENT PROGRAMME Master of Science in Applied Labour Economics for Development In partnership with the Employment Policy Department, the Department of Statistics, the University of Turin and Sciences Po (Paris) Background and context The dynamic and complex processes of development and globalisation call for an enhanced understanding of the ways to support more and better jobs in different development contexts. In all countries, poor and rich, the conviction is growing that labour is not a commodity, that labour markets are socially embedded, and that both the quantity and quality of employment is fundamental to responsible growth and the fight against poverty and social exclusion. In this context, the social demand for expertise in how to place decent employment at the heart of economic and development policies, and how to evaluate the impact of such policies, is rising. Learning objectives Prepare participants to be experts in designing, analysing and evaluating policies that place employment at the core of economic, social and development policy-making. Content Macroeconomics and microeconomics of labour markets Labour standards, labour market institutions and labour market and social policies Quantitative methods (statistics, econometrics and impact evaluation) Labour market information (data collection and data analysis) Seminars on contemporary global labour market challenges Target group: ILO staff working on employment and social policies Delivery modalities: Distance-learning and faceto-face at the Turin Centre Duration: 3 months (distance-learning); 4 months (face-to-face); 9 months preparation of thesis Date: 26 October, January, 2016 (distance) 25 January 13 May, 2016 (face-to-face) 16 May, February, 2017 (distance) Registration: Direct application from ILO staff Contact: maled@itcilo.org Cost: Tuition 7,500; subsistence 4,350 (if the participant stays at the campus). Travel at the participant s cost. 22

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28 International Training Centre of the International Labour Organization, 2015 Design and printing by the International Training Centre of the ILO, Turin Italy Made of paper awarded the European Union Eco-label, reg.nr FI/11/1, supplied by UPM.