For international NGOs working in multiple regions, the ties that bind are often virtual. “eLearning is the biggest component of our learning and development approach,” says Pauline Rooney, operations systems officer at GOAL Global, a humanitarian organization currently working in 17 countries. “And our learning management system is at the center of our eLearning, where we gather, measure, and share information.”
This is a guest post by Judith Mumford, LINGOs’ Learning and Systems Specialist.
I recently worked on designing a certificate toolkit for our members to help them market learning within their organizations. As I worked through the quick guide and designed a very nice (I may be biased there) certificate template, it got me thinking about the validity of these certificates. For some learners, getting a certificate is really important and gives them a sense of accomplishment, but do we switch their focus from capacity building to stamp collecting?
Got a new idea?
You presented it to your colleagues or boss? How did it go? Not so good?
Well, you’re not alone. Last week at the Inside NGO annual conference in Washington, D.C., keynoter Adam Grant from the Wharton School told us that it takes 10-20 exposures to a new idea to develop familiarity with it.
Adam’s opening remarks set the perfect tone for the conference where finance, HR, compliance, IT and other professionals within the international development community gathered to discuss, share, and collaborate on new (and not so new) approaches to achieving operational excellence within their respective development and humanitarian organizations.
Originally published by Laïla von Alvensleben on The Logbook by Hanno:
Remote workshops: Collaboration done virtually
As you may have noticed, the times they are a-changin’. Our traditional ways of working are being disrupted and the latest trends show that the number of organizations embracing remote work is constantly rising, and they’re here to stay.
Let’s pause and reflect on what this means for companies in general. Should they all become entirely remote? No, for a number of reasons. First off, it really depends on what a company is focused on: some of their products and services are too difficult or impossible to create remotely (remote car manufacturing, anyone?). Yet their teams might still benefit from becoming familiar with remote collaboration because as enterprises grow and expand their networks, so do the opportunities for remote teamwork.
So let me reframe the question and ask, should companies learn how to work remotely? Ideally, yes. Not only is it going to help them attract new talent (already 68% of college graduates are more likely to seek flexible remote jobs), but it will also give them a head start to a new way of collaboration which is already defining the future of work.
LINGOs, a learning consortium of 80+ international development, aid, and conservation organizations, and Principled Technologies, an award-winning provider of custom learning solutions and fact-based marketing, are excited to announce the release of several specialized elearning course templates for LINGOs members.
Like other multinational organizations, NGOs working in multiple countries face a major challenge to their productivity and success: the language divide between staff in various national offices. Take ChildFund for instance, which works to support vulnerable children worldwide: “English is the great unifying language of our business,” says Leslie Crudele, ChildFund’s International HR Business Partner. “We have staff around the world that are non-native English speakers, and they’re asked to use English in their business communications.”
Guest author: Tim Boyes-Watson, Executive Director, Mango
I’ve taken a couple of days to reflect on what I heard at the WHS and what I didn’t hear. My first reflection is that local voices were not prominent enough and that the WHS process did not listen to them enough. My second reflection was that those with most power chose either not to come, or not to use their powerful voices to call for the kind of revolutionary change that is needed. I hope, but am not yet sure, that the future echoes of the summit will create an opportunity for deeper and more equal partnerships between international and local organisations, as well as greater diversity of collaborations which will promote innovation.