What is the overall objective and scope of this training module?
The PSM Module is designed to help companies in developing countries make a first step towards improving working conditions and introducing minimum social standards. It is intended to be an “appetizer” to inspire companies towards further activities in the domain of Profitable Social Management (see Figure 1). The implementation of measures identified during the training will not lead to the establishment of a Social Management System[1] (SMS) but it will initiate key elements that could be further developed into an SMS or any type of integrated management system (including quality, environment, and social aspects).
Arguments that can induce companies to
improve working conditions
and introduce minimum social standards:
There are two target groups for the training:
I) Companies in developing countries with the following characteristics:
· have industrial production
· come from a single or multiple sectors
· are in the formal sector (versus informal)
· are not micro-enterprises
· are willing to send 1 to 2 management representatives to the training
· show real interest in the subject and are willing to take action (demonstrated by a written inscription in advance of the training)
· agree to a company application (through site visit) during the training and to a follow up within 1-3 months after the training for monitoring/follow-up of the action plan and documentation of case studies.
II) Local consultants who are interested in developing services with respect to Profitable Social Management and/or becoming a PSM trainer, with the following characteristics:
· previous exposure to the Non-Product Output (NPO) concept[2]
· experience working with companies, identifying strengths & weaknesses, evaluating improvement potential, and developing action plans
Who should participate?
· 8 companies, each sending 2 participants from management (e.g. production, purchasing, human resources, accounting)
· 5-6 local consultants
· 2-3 representatives of local institutions who provide necessary support for the organisation of the training and are interested in disseminating the module
· Maximum: 25 participants per training module
· 1-2 trainers/facilitators and 1-2 translators (as required)
Figure 1: The Programme at a Glance
Local Consultants |
Companies + Local Consultants Participate |
Local Consultants Participate |
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Day 1 |
Day 2 |
Day 3 |
Day 4 |
Day 5 |
Day 6 |
Day 7 |
Day 8 |
Day 9 |
Upfront-Training |
Training of Enterprises |
Training of Enterprises
|
Morning: Local Consultants: Preparation for Evaluation of Site Visits Afternoon: Training |
Training of Enterprises
|
Organisation of
|
|||
Preparation of Local Consultants Introduction Inductive
Approach |
Company Application |
Plenary Introduction Exercise: Case Study Old Fritz Group work & plenary |
Evaluation of Greeting cards Group work & plenary |
Application in CompaniesSite Visit:
|
Application in CompaniesSite Visit:
|
Preparation for Evaluation of Results (trainers + local consultants)List of strengths & optimisation potentials (=external view) |
Company teams |
Training of Local Consultants Follow-up Next Steps |
Training Elements
Daily |
Network
Meeting |
Simulation Exercise: Group work
Daily
|
Preparation of company - develop flow - Introduce - Organisation of Daily Evaluation |
Site Visit:
|
Site Visit:
|
Evaluation of Results in Plenary Company groups Daily Evaluation |
Plenary Role Play Exercise: Communicating different interests & managing conflict Evaluation of Training & Closing |
Evaluation
of Training |
What are the Requirements for Local Preparation, Delivery, and Follow-up?
Local Partner:
· Act as interface with the trainer(s) for the organisation and delivery of the training
· Secure local institution to prepare and organise of the training
· Organise translation of training materials beforehand, and during the training (if and where needed); organise translator
· Provide administrative support if needed (invitation of participants, copying of materials, provision of training equipment and materials, etc.)
· Participate in briefing and debriefing meetings
Local Organising Institution (may be same as local partner) :
· Use case studies provided in the training materials to inform companies about the aims and intended results of the training to create interest in participation
·
Secure
the participation of about 8 companies by written inscription
- in addition to the usual communication by telephone/fax, this will require
site
visits to ensure that the selected companies fit the criteria (i.e. that it
will be
possible for participants to identify NPO and improvement potentials related to
working conditions, that there is a real interest of entrepreneurs to take
action,
agree to have a PSM application in the company through a site visit)
· Identify and secure the participation of 5-6 local consultants, including written inscription, if possible with previous PREMA (Good Housekeeping) experience
· Identify and secure an appropriate venue for the training
· Organise transport to the companies for the site visits
· Handle administrative tasks (copying of participant materials, provision of overhead projector, beamer, flipcharts, pin-boards, coloured pens, coloured cards)
· Provide a budget for local costs
· Participate in the training itself in order to provide backstopping and support in the follow-up period, and to promote the module to other interested parties, eventually including training of own trainer staff
· Participate in briefing and debriefing meetings
· Accompany the local consultants in monitoring and following-up the participating companies to document experiences and results achieved in the form of case studies
· Organise a 1-day Network Meeting 2-3 months after the training; engage a qualified local moderator experienced in using the Action Learning Set methodology and running a Network Meeting
· Facilitate subsequent Network Meetings, according to the interest of the participating companies (encouraging the benefiting companies to make in-kind contributions for the venue and to cover the costs of the moderator)
[1] An SMS introduces a structure and process into an organisation that supports compliance and continuous improvement in basic standards that have been set down with respect to social management.
[2] NPO consists of all materials, water, and energy which are used in the production process, but do not end up in the final product desired by the customer. Working conditions can have an influence on the output of production and the creation of NPO. This represents an important improvement potential for a company.