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The Hidden Gap in International Training – Why Expertise Isn’t Enough

13th February 2024
Author: Lawrie Day Read Speed: 5 Minutes
The hidden gap

In the realm of international development, the provision of ad hoc training by the international donor community has long been a cornerstone strategy aimed at capacity-building and skill enhancement. While undoubtedly well-intentioned, an examination of this approach reveals a nuanced landscape where sustainability and developmental opportunities for learners in the workplace often remain elusive. This article seeks to explore the ad hoc training initiatives and vocational learning pathways, acknowledging both their contributions and the challenges they pose.

Ad hoc training, characterised by its spontaneous nature and often short-term focus, has been a prevalent feature of development assistance programs. These initiatives, frequently funded and facilitated by international donors, aim to address immediate skill gaps and empower individuals within recipient communities. However, the transient nature of such interventions raises pertinent questions about their long-term impact and sustainability. Lacking critical approaches in terms of needs assessments, sustainability planning and local ownership significantly reduces the benefit to the learner, the community and a real return on the investment by the donor. The longer-term consequences and risks include skills mismatch, where training does not truly align to roles and responsibilities; limited transferability, where skills learned may not be easily translated in to practical application in the workplace and a reliance on external support creating a dependency on ongoing donor assistance and funding.

Recognising these limitations, the international donor may consider moving towards a more sustainable and context-specific approach to training by investing more in local training institutions and empowering local trainers, fostering long-term capacity and reducing reliance on external support. Comprehensive needs assessments will ensure training programs align with specific workplace requirements and long-term development goals, whilst engaging stakeholders, including local governments, private sector, and training institutions, in design and delivery which promotes ownership and facilitates integration into existing systems. Promoting the development of a culture of continuous learning ensures skills remain relevant and adaptable in a changing environment.

Structured skill development with vocational pathway training offers a structured approach and the potential for competency-based assessment, tailored to individuals’ long-term career aspirations. This more considered approach training equips individuals with a comprehensive skill set essential for career advancement. By following a predefined pathway, learners systematically acquire skills relevant to their chosen field, ensuring sustained growth and success in their careers.

Building a sustainable skills pathway

Unfortunately, a prevalent gap exists within many consultancies and donor organisations tasked with international capacity building which is a lack of specialised Learning and Development (L&D) capability devoted to monitoring the quality and output of subject matter experts (SMEs) and trainers. This absence creates potential pitfalls that can undermine the effectiveness and sustainability of training initiatives.

While SMEs undoubtedly bring invaluable domain expertise, their proficiency in knowledge transfer can vary significantly. Without dedicated L&D knowledge, qualifications and oversight, the risk of skills mismatch grows, potentially leading to training that fails to translate into practical application within the target community. Additionally, inconsistent training quality and methodology can hinder knowledge retention and create confusion among learners, especially where donor conflict exists and similar programs are delivered by different organisations without explicit examination of the product. Most importantly any learning fails if the individual delivering it does not possess the requisite skills and qualifications to do so.The consequences of this gap extend beyond immediate training delivery. Overlooking L&D expertise can perpetuate a cycle of dependence on external support, hindering the development of local training capacity and long-term sustainability. Moreover, the lack of quality monitoring can lead to training programs that fail to adequately address the specific needs and contexts of the target communities, limiting the overall impact of capacity building efforts.

There is a strong argument to move away from uncoordinated and often conflicting SME led ‘training’ and placing responsibility on training organisations that are academically accredited and possess necessary qualifications in training design and delivery, which offer several benefits. These organisations adhere to rigorous standards of quality and excellence, ensuring that training programs meet industry benchmarks and best practices. Moreover, accredited organisations often have access to cutting-edge resources and expertise, enhancing the quality and relevance of training programs.

By transitioning from ad hoc interventions to a more strategic and sustainable approach, the international donor community can maximize the impact of its training efforts. This means fostering local ownership, investing in capacity building, and designing programs that align with long-term development goals. Ultimately, this shift ensures that training truly empowers individuals and communities, driving lasting positive change.

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