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Concepts and Material for Human Resource Development


The Human Resource Development (HRD) platform is a webbased system with tools to support the planning, implementation, delivery and monitoring of large-scale capacity development programmes. Staff at a key training institution use the HRD platform to manage their programmes.
InWEnt offers an additional institutional development service package to complement the HRD platform and foster smooth implementation. This package includes staff trainings and advisory services in the areas of quality control, workflow design and capacity building management.
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Managing Collaboration - Management Model for Successful Collaboration in the Public Sector

InWEnt Manual with examples and tools (2010)
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Building capabilities
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Building capabilities is a multi-faceted journey, not a single event. The more diverse the experiences and events in the journey, the stronger the capabilities generated. Capability is further enhanced if each experience is reflected upon as a learning opportunity and discussed with others to hear different perspectives and interpretations. Without reflecting, it is possible to simply breeze through life, learn little and never build greater capabilities. For reflective practitioners, everything they do, read, participate in or watch provides the opportunity to improve their capabilities.
For them, life itself is a series of learning activities, whether they are personal, professional or social. Is it just the way they are? Alternatively, have they actively taken decisions to be this way?
It is easy to confuse capability with capacity as many people use the terms interchangeably. The Oxford Dictionary defines ‘capability’ with words like ‘ability’, ‘fitness’, ‘power’ or ‘faculty’. It reflects having the necessary skills and competencies to perform an act or deliver to a standard.

The Oxford defines ‘capacity’ using phrases and words such as the power to receive or contain, cubic content, function or character.
By these definitions, both capability and capacity are important in knowledge programmes. It is essential to build the capability (competency, knowledge, fitness and faculty) of your resources, but also to have the capacity (volume and content) of resources to be able to deliver outputs and outcomes within the time frames required. Typical errors in generating knowledge strategies are to build in what you have the capability of doing, but not the capacity, or vice versa. Both problems create unreasonable expectations about what benefits can be delivered and when they will be realised. For the purposes of this report, think about capability as being what you have the ability or competency to do, and capacity as the level of resources you have to deliver within the planned timeframes.
Organisations have inherent capacities and some of these can be increased through automation. However, the capabilities of an organisation is usually far more dependent on the knowledge and experience levels of the people the organisation has influence over. Capability is a design and development issue. Capacity is a prioritisation and resource availability issue.

From modules to a Capacity Building Programme

Capacity Development: Capacity Building Programme - Human Resource Development Programme

Tacit knowledge (as opposed to formal or explicit knowledge) is knowledge that is difficult to transfer to another person by means of writing it down or verbalising it.

 

 
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