Costa Rican training for private sector development : short-term training project in the US

training to managers in Costa Rica"s nontraditional export sector. Training was also provided to university professors and financial institution managers. The project exceeded targets for participants trained, with 492 managers and professionals taking part in 76 programs at more than 38 locations throughout the United States.; 24 industries, representing more than 155 products and services, participated. The training took several forms, including packaged programs, customized programs, internships, attendance at conferences and expositions, and self-designed programs. Costs averaged $1,242 per training week, with the financial and university programs being the most expensive and the private sector agricultural programs the lowest. Several aspects of the project had to be revised. (1) Although management training was expected to last 6 weeks, top managers of small and medium businesses found it difficult to be away for more than 3 weeks. In addition, the level of specificity required by sophisticated managers resulted in more customized training than originally envisioned, and therefore necessitated a longer development time. (2) The provision of the original contract tying administrative costs to completed person-months of training placed unrealistic constraints on programming, since it failed to take into account costs incurred throughout the program or the fluctuation between heavier and lighter training implementation periods. This structure was therefore modified by instituting an administrative ceiling and a percentage guideline for covering administrative and program costs. (3) Difficulties were encountered in meeting the targets set for financial managers, and these funds were reprogrammed to other sectors. (4) Providing training in Spanish at the level of specialization required proved difficult, and alternatives were sought. Lessons learned include the following. (1) A clearly defined strategy for reaching goals is essential to keeping the project on course and the project team on board. (2) Coordination (e.g., shared management information systems) is necessary when different institutions are responsible for different aspects of the training process. (3) Specific management and technical training across country and cultural boundaries demands a clear understanding of participant needs, the two contexts, and appropriate technology. (4) Attention to quality control, especially in the beginning, pays off in satisfied participants who "market" future programs themselves. (5) Though target setting can help achievement of goals, it can also hinder it by stifling creative thinking. (6) Flexibility is essential in a project of this nature. (7) Within a participant training group, managers in the same sector may see themselves as competitors. (8) Trainees should have opportunities to discuss common problems, e.g., barriers to exporting. (9) Delays in making contract decisions, leading to shortened planning time, put stress on the project staff. (10) Companies and individuals required to contribute their own resources approach training more seriously and use it more wisely. (11) Seasonal factors are important in planning programs, especially in the agricultural sector.