Gender Equality Training

This should set concrete gender competence development goals and be combined with an organisational strategy for gender equality competence development that sets a clear framework for action (goals, target groups, resources, responsibilities, timeframes, etc.).

The development of gender competence (for example, through training) should be embedded in both national strategies for gender equality and organisations’ gender-equality plans. This signals collective acknowledgement of the importance of gender knowledge and the readiness of senior staff to facilitate the learning process. If the policy framework defines the roles and responsibilities for action on gender at different levels, managers become responsible for supporting, sharing and promoting the commitment to gender equality.

Where gender training is optional, attendance rates are usually low. Moreover, optional training is most often attended by individuals who are already gender-equality aware rather than those who need it the most. A strong commitment could include obligatory gender-mainstreaming training for new employees, particularly those in decision-making positions. Where relevant, knowledge of gender-mainstreaming issues could be added to civil servants’ job descriptions.

Adequate resources must be directed at gender training. Both human and financial resources are necessary to ensure that initial training and follow-up activities take place. Staff should be encouraged to participate in the sessions, with a consistent allocation of time and an adequate budget in place to allow them to attend.

Once responsibilities have been defined and resources have been allocated, the success of gender training relies on accountability mechanisms. Bodies should be identified that can monitor whether gender issues are being integrated into the full policy cycle (planning, implementation and review). Ideally, it should be mandatory for bodies to judge the level of gender awareness within the organisation on a regular basis and to propose action to improve gender competence.

Regular training should be part of a broader strategy for ongoing monitoring and evaluation. Ensuring follow-up is a crucial, yet often overlooked, aspect of gender mainstreaming if it is to be effective in the long run. Behavioural change can be measured, even if this involves a degree of subjectivity. Organisations should involve relevant staff both before and after training, to make sure that the actual needs are met and to give the employees a sense of ownership over the process of capacity development.