Business and training needs analysis in post conflict and developing countries : a guide

The British Geological Survey (BGS) has a long history of capacity building in geological surveys and energy/mines ministries and departments in the developing world and post conflict situations. In recent research involving business and training needs analysis (BTNA), the relationships between such public sector bodies, their stakeholders, and large aid donors, has been studied in detail, particularly in countries of central Asia, southeast Asia and the Pacific (Stephenson et al. 2002, Stephenson 2003, Stephenson & Penn 2003). The methodology and aims of this analysis are presented here as a guide for BGS personnel that may be working in a training capacity overseas or who might be writing a bid or proposal for training in developing or post conflict countries. This is followed by a discussion of the wider context of capacity building in which this work is carried out. The purpose of business analysis is to understand the business of the organisation and its relationship with its external stakeholders. Data are collected internally by researching relevant literature including business plans, corporate organograms, training plans, mission statements and job descriptions, and by interview with senior managers. External data are gathered by discussing the organisation with a representative sample of its clients, through a series of structured interviews. Appendices 1 and 2 present questionnaires that may be adapted for use in business analysis. Training needs analysis takes stock of the current skills and knowledge of employees and places it against the required skills and knowledge, gained from the business analysis. Data are collected in the form of staff lists, job descriptions, employment histories, training records and information from staff appraisal. Structured interviews are also conducted with all staff. Appendices 3 and 4 present questionnaires that may be adapted for use in training needs analysis. A typical BTNA 'solution' will comprise a training plan that will solve present skills shortage problems in line with business need. This is likely to focus as much on transferable skills, such as information technology and writing/presentation, as on science. It will also probably contain a 'sustainable training system', which is installed to ensure that all training activities are undertaken as part of a cycle of action, review and modification to allow continual adjustment of training to the changing business ofthe organisation. Business and training needs analysis takes place in a wider context of capacity building which is often funded by donor and lending organisations like the World Bank, DFID and the Asian Development Bank (ADB). The influence of such organisations is often not as good as it might be, partly because aid of this kind tends to be a compromise between what the recipient organisation needs and what the aid donor wants to give, and partly because the integration and management of large aid projects is often not done primarily with the recipient organisation's needs in mind. In such cases a sound understanding of the aid donors' agendas and projects is needed, and strategies must be developed to mitigate and develop these in line with the needs of the organisation.