Blended courses

14 June 2017

en Communicating labour rights: a training course for media professionals - Zambia

12 June 2017

ISSA Guidelines on Information and Communication Technology

This training activity is designed to enhance the capacity of key actors involved in the management, governance and design of comprehensive social protection systems and implementation of social protection extension strategies. 

12 June 2017

ISSA Guidelines on Investment of Social Security Funds

Investing social security funds appropriately and responsibly requires a firm grasp of the underlying concepts and principles of investment. This course will allow participants to expand their knowledge and abilities through focusing on ISSA's Guidelines on Investment of Social Security Funds, with an overview of (1) investment governance principles, (2) investment governance structures, (3) common processes and (4) processes specific to internal and external investment management. Participants will learn best practices in investing a social security fund from implementation to monitoring of an investment policy.

12 June 2017

ISSA Guidelines on Contribution Collection and Compliance

This training activity is designed to develop capacities of professionals in understanding the key elements of social security collection and compliance systems. The principal aim is to impart a thorough understanding of the requirements of an efficient and effective collection and compliance system, governance and strategies fostering voluntary compliance and managing risks, including the ICT framework to support the main operational processes of registration; the billing, collecting and recording of payments; debt management and fraud control.

12 June 2017

es Reducción del riesgo de desastres y desarrollo local sostenible

pt Redução do risco de desastres e desenvolvimento local sustentável

9 May 2017

en A coaching programme for youth in fragile settings – Promoting Entrepreneurship

20 March 2017

en Distance training in best practices in ILS reporting 2017

The course aims to strengthen reporting on the application of ratified ILO Conventions. Member States are obliged by the ILO Constitution to produce such reports.

16 February 2017

en Master Training on the Effective Business Member Organization

The Master Training Course in Effective Business Member Organizations (BMOs) takes a 360° look at how BMOs function. It deals with day-to-day issues, but also facilitates strategic reflection. This is a course with an interregional audience and international faculty.

15 January 2017

How to increase results on jobs for youth in sector operations of the AfDB/Comment augmenter les résultats en termes d'emploi des jeunes dans les opérations sectorielles de la BAD

How to increase results on jobs for youth in sector operations of the AfDB/Comment augmenter les résultats en termes d'emploi des jeunes dans les opérations sectorielles de la BAD

1 January 2017

en My Financial Cooperative

What Millennials Want. The Future of Millenials in the Credit Union System

We’re all familiar with the stereotypes of 18- to 24‑year-olds: cconfident,
coddled, open-minded, ambitious, entrepreneurial, naive, intelligent, and
technology-focused to a fault. One could spend hours listing adjectives. As
baby boomers transition into retirement and Gen X prods along, millennials
are quickly becoming the leaders and innovators of today.
In a competitive marketplace, attracting the youngest generation is not
just good business; it’s a survival imperative. Millennials 18–24 years old
have been a key focus for credit unions over the last 10 years—and for good
reason: There are nearly 71 million millennials, born between the late 1970s
and early 1990s, in the United States today. The potential for credit unions
to capture a significant market share of this demographic is pretty high by
even the most conservative estimates or projections. And yet, the flood of
new members has never really happened.
Why, then, have credit unions struggled in capturing the hearts and minds
of millennials throughout the last decade? After all, the financial meltdown
of 2008 should have been the turning point for credit unions to overtake
banks as the primary financial institution of choice for young adults. The
stigma of the word “banks” should have been enough to drive millennials
toward credit unions. Do the youngest millennials understand the credit
union concept as well as their parents and grandparents do?
What Is the Research About?
This study addresses what has been done and what can be done to help the
youngest millennials—particularly the 18- to 24‑year-olds—better understand
the credit union system and the principles it operates on. Using a
mix of primary research and literature review, we were able to create a
foundational study that outlines how 18- to 24‑year-olds currently perceive
credit unions, whether they differentiate between banks and credit unions,
and whether credit union characteristics such as nonprofit status and
member governance matter to them.
The primary research relied on multi-platform
surveying tools to survey
a broad segment of youth. This was supplemented with an online scan of
discussions, blog posts, and other content produced by youth about financial
Executive Summary
What Are the Credit Union Implications?
No one is going to “solve” millennials. This is a huge generation, facing unique and new challenges. At the same time, we are all hurtling into a new globalized, networked future that none of us yet fully understand. Having said that, the information, statistics, and studies do suggest some strategies worth considering:
Technology isn’t enough to impress. Going mobile is effectively meaningless as a differentiator because everyone should be—and soon will be—doing it. Given that the cell phone is one of the fastest-spreading technologies in history, defining millennials as the “mobile generation” is shortsighted. It doesn’t define just them; it defines us all.
Social media is crucial for engagement. Social media can’t be a halfhearted effort or something that doesn’t spring from the authentic nature of the organization. Credit unions that have had success with social media use it as a natural extension of their work, not as a pure marketing effort.
Focusing on price will cost you the game. Let’s stipulate that lower prices and fair treatment are critical. Credit unions recognize