Not your average gender 101 training: Tips for delivering impactful GESI capacity strengthening
Actors in the international development sector are increasingly vocal about the mismatch between their organisational needs and the effectiveness of existing approaches to gender equality and social inclusion (GESI) capacity strengthening. GESI training is often too long, too theoretical and too disconnected from their day-to-day work.
At Kore Global, we have been trying something different. Through our support to a diverse group of partners - ranging from philanthropic foundations such as the Barack Obama Foundation, impact investors such as Grand Challenges Canada, and nonprofits such as Right to Play and PSI - we have been testing, adapting and iterating new, more effective approaches to GESI capacity strengthening. Following recent conversations with partners who found our support valuable - and enjoyable! - we are sharing five key tips.
1. Embed GESI training into ongoing organisational processes
No one wants to sit through a generic Gender 101 training that feels disconnected from their daily work responsibilities. GESI should not be a standalone process. Rather, it should be integrated into what is already happening in an organisation to ensure it is useful and does not overburden people. We recommend delivering applied approaches, marrying gender theory with the reality of existing organizational priorities and constraints. For example, one of our clients requested a training series to build staff knowledge and competencies on gender equality. Rather than delivering training on the basic concepts related to gender equality, we developed an applied training module using an existing grant-making tool that all staff were familiar with as an entry point to discuss gender equality. This enabled us to explore foundational concepts of gender equality in a way that conveyed their immediate relevance and utility. Ultimately, this approach tied theoretical concepts to staff members’ day-to-day responsibilities.
We also recommend identifying ongoing activities - such as staff meetings, learning sessions or strategy reviews - as opportunities to weave in content on gender equality as a valuable addition to facilitating standalone GESI activities.
2. Recognise participants as experts
GESI work is personal. It involves discussions of power dynamics that may be uncomfortable, but also deeply relevant and potentially transformative. We have learned that it is particularly effective to ground sessions in the personal, creating safe spaces to reflect on experience - and bias.
In addition to participants’ lived experience, we also encourage them to bring their professional selves to GESI training spaces. To ensure training approaches are deeply contextualised to the realities of a particular organisation - and job - we treat participants as experts. Training sessions that provide a platform for participants to debate, reflect on and contribute content result in learning approaches that are more targeted, effective, and useful for participants’ day-to-day jobs.
We recently employed this approach to capacity-strengthening and peer learning through our support to Grand Challenges Canada (GCC)’s Community of Practice on Gender Equality which brings together GCC innovators through quarterly learning sessions. Several innovators were invited to present their approaches to conducting gender analysis and creating a gender-equitable organisational culture to their peer organisations. Some of these organisations are small and new to GESI work, so would not normally be featured as “experts”. However, the concrete and applied examples they were able to share were particularly powerful, encouraging lively discussion and reflection among participants. We have found that some of the best learning occurs not when participants are learning from the facilitator, but when we create a curated space for participants to listen, be heard, and learn from each other.
3. Bring the joy factor
Learning should be enjoyable. There is robust scientific evidence that learning is more effective when it is fun and that this is generally true for workplace learning as well. In an effort to overcome webinar fatigue, we have identified a suite of online interactive tools to make training sessions interactive and engaging. Some of our go-to digital tools include Slido, Mentimeter and Mural. More important though than using fun digital tools is to ensure opportunities for hands-on learning, such as through case studies, breakout sessions and brainstorming discussions. Central to this is enabling participants to connect in a setting that promotes creative collaboration.
As part of our engagement as the Monitoring, Evaluation and Learning (MEL) partner to the Obama Foundation’s Girls Opportunity Alliance (GOA), we recently delivered a particularly interactive and fun-filled virtual learning sprint. The learning sprint brought together a diverse group of grassroots leaders in girls’ education and empowerment with varying degrees of MEL knowledge. We were presented with a challenge - to bring together a diverse group of individuals who don’t know each other and need to deliver on bold learning goals in a short amount of time (and virtually!). To respond to this challenge, we rolled out our favourite virtual collaboration tools including i) Slido timed quizzes to enable participants to apply what they learned and get instant feedback and ii) facilitated breakout rooms where participants were able to work through case studies custom-tailored to their field of work.
4. Promote ongoing learning
We have moved away from a "one and done" approach to gender training. Alternatively, we recommend promoting ongoing learning opportunities throughout the annual cycle. After initial training sessions, enable participants to have time to sit with their new knowledge and skills, before coming back together for follow-on sessions where they can celebrate progress and flag ‘sticky’ areas in need of creative solutions. Consider rolling out mentoring and coaching sessions where participants can receive targeted support as they apply new skills to their day-to-day jobs.
For us, our partnership with Grand Challenges Canada (GCC) is a prime example of ongoing learning. The relationship and trust built with GCC staff and innovators over several years has enabled us to identify key GESI capacity-strengthening opportunities and offer webinars, training sessions, or other types of tools and guidance notes that respond to past successes and internal priorities.
5. Invest in building capacity to build GESI capacity
Building the GESI muscles of an organisation is critical to ensuring GESI becomes part of everyday ‘ways of working’. An effective strategy is the development of a gender champion or gender focal point system. Working with individuals who are already embedded within organisations and have a rich understanding of local contexts increases the likelihood that GESI work is both fit-for-purpose and sustainable. We think it is important to work ourselves out of a job, by building the capacity of staff, particularly local staff, to drive GESI change.
Kore Global has used this approach in our ongoing support to Population Services International’s (PSI) Adolescent 360. We have developed a comprehensive coaching, mentorship and capacity development program for a diverse global team, that has included a phased approach to the transition of GESI capacity and leadership to local GESI specialists.
We are committed to trying and testing new approaches. In the spirit of fostering a community of GESI learning, we invite others to share their tips for effective GESI training.
Written by Becky Zelikson, Analyst, Kore Global.
