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Kusoma Haraka Wakati wa Kusoma: 6 dakika

Vidokezo vya Kukaribisha Mkutano wa Mseto Mtandaoni na wa Ana kwa ana


Mwezi Machi wa 2020 wataalamu wengi walizidi kugeukia suluhu za mtandaoni ili kukutana na wenzao, kutokana na janga la COVID-19. Kwa kuwa hii ilikuwa mabadiliko mapya kwa wengi wetu, the WHO/IBP Network published Kwenda Mtandaoni: Vidokezo vya Kuandaa Mkutano Ufanisi wa Mtandao.

While the COVID-19 pandemic showed us the power and importance of virtual meetings to continue our essential work, it also reminded us how important face-to-face interactions are for networking and relationship building. Now that virtual meetings have become a routine part of our work, many have shifted their focus to hosting hybrid meetings, where some people are participating in-person and some join remotely. In this post, we explore the benefits and challenges of hosting a hybrid meeting as well as our tips for hosting an effective hybrid meeting.

Benefits and Challenges of Hosting a Hybrid Meeting

Hosting an effective hybrid meeting requires forethought and careful planning by the hosts—even more so than planning a completely virtual or an entirely in-person meeting. Some may say it’s double the work since, in essence, event organizers need to think through both virtual and in-person participation. This can require additional costs and staff time for planning and implementation.

It can be a challenge to accommodate the needs of two different types of audiences. This includes handling connection issues and making sure questions and contributions of remote participants are taken into consideration. If these aspects are not thought through, there is a risk that the focus of the meeting will shift from the content to the technical logistics. That negatively impacts the experience for everyone. Hatimaye, for virtual participants, hybrid meetings may limit the ability for informal networking (such as during coffee breaks in between sessions). Personally connecting with virtual participants, which often spurs collaboration and innovation, is also hampered.

Despite the additional preparation, hybrid meetings offer a wealth of opportunities. Kwa mfano, more participants may be available to attend the meeting given there are fewer associated costs, ikijumuisha:

  • Traveling to/from the venue.
  • Paying per diems.
  • In-person technology costs.

Aside from reaching a larger audience in general, hosting a hybrid meeting may allow for a broader set of experiences or perspectives, with people from various geographies potentially in attendance.

The first step in hosting a hybrid meeting is deciding if hybrid is the right format for your meeting. Some meetings may benefit from all in-person attendance or all virtual participation. We recommend that you select the format based on the objectives of the meeting and the expected attendees. Be realistic about what will be feasible to achieve with the format selected.

If you’ve decided to host a hybrid meeting, we recommend implementing the following practices before, during, and after the session.

Tips for Hosting a Hybrid Meeting

Before

Carefully consider what time and date the meeting will be held

a close up of a calendarTake into consideration the different time zones where participants will be attending from. Keep in mind that a hybrid meeting may mean some attendees may be attending outside of normal work hours. This includes days that may not be ideal for them given national or cultural holidays. Try to select the most convenient time for as many participants as possible. We recommend using a tool such as the World Clock Meeting Planner to visualize and select the most convenient time across time zones and regions.

Consider internet bandwidth of participants

Provide an internet stipend for those joining remotely, ikiwezekana. Virtual meetings require a strong and stable internet connection for participants to fully participate and benefit from the content being shared. An internet stipend will support virtual participants to use their web cameras to fully engage with others and participate in discussions without dropping off. This is an especially important consideration if participants are expected to join outside of normal work hours when they may not be in their office.

Share the same background information with all participants

This may include creating an online version of the agenda and worksheets that will be physically handed out at the meeting. Ideally, share all of the same information and resources with participants before the meeting begins so everyone has the same background information.

Provide clear and easy-to-understand instructions

Tell remote participants how to connect to the meeting to help avoid late joiners.

Clearly identify roles before the meeting, including identifying an in-person remote participant advocate

a graphic of 10 human figures. All are the color black except for one, which is redThis will ensure virtual attendees are fully able to participate. The advocate’s responsibilities should include letting the in-person facilitator know if a remote participant has their hand raised or if they’ve added a comment to the chat. It’s common for discussions to naturally flow among in-person participants. Unless there is careful moderation of remote participantsinvolvement, their contributions may be inadvertently left out. Zaidi ya hayo, someone should be tasked with handling and responding to any technical or connection issues among remote participants.

Implement a buddy system

Pair a remote participant with an in-person participant before the event begins. Let each individual know who their buddy is before the event begins. Encourage them to exchange information to ensure they have a way to communicate privately with one another during the meeting. This is handy in case the remote participant needs technical support or “in-room” support. Kwa mfano, the in-person buddy may add a post-it to a brainstorm wall for the remote participant, or perhaps the remote participant needs the in-person participant to repeat what the facilitator said.

Think through each activity

an illuminated light bulb set against a dark backgroundDiscuss how in-person participants will be expected to interact with remote participants during each activity. Kwa mfano, if you will be hosting breakout rooms, will those participating virtually be in a separate breakout room while in-person participants are in another breakout room? Will the breakouts be mixed?

Create a “run of show” document

Share it with the event staff prior to the meeting. The document should clearly articulate the roles of each individual involved and what needs to happen at what time throughout the event.

During

Ensure that all participants can see one another

  • Remote participants should be able to see the in-person participants. This will likely require an additional camera/laptop set up at the front of the room to allow remote participants to see the in-person attendees. While they may not be able to see their faces, seeing the room will help remote participants fully participate in the meeting and feel included. If this is not possible, the host should share a summary of everyone in attendance (both remotely and in-person) at the beginning of the event.
  • In-person participants should be able to see the remote participants. We recommend having two large screens at the front of the room—one to display the presentation (that will also be screen-shared with the remote participants) and another screen to display the faces of those participating virtually. This will serve as a visual reminder that there are remote participants and make their presence and participation in the meeting more inclusive.

Remind everyone to state their name before speaking

This will help remote and in-person attendees follow the conversation in the event that they cannot see the individual who is speaking.

Remote participants should have the ability to mute and unmute themselves

This will allow them to fully participate in the discussions. Hata hivyo, the host should also have the ability to mute remote participants if needed.

Use tools that everyone has access to

Kwa mfano, if you’re doing an interactive brainstorming activity, have everyone use virtual software like Mural or Virtual Post-its in Google slides. This is preferable to having in-person participants use physical Post-its that the remote participants will not be able to read. Hata hivyo, this means that in-person attendees would also need to have computers available to them.

Baada ya

Follow-up with participants

Baada ya kikao, thank those who joined and share the meeting recording, the slides, and/or a summary recap of what was discussed. Ikiwezekana, provide a certificate of participation.

Evaluate the meeting

As we all venture into hosting hybrid meetings more often, we recommend taking this opportunity to learn from these events. Circulate a post-meeting evaluation to collect input on what went well and what could be improved for the next hybrid meeting.

Share your lessons learned and tips for hosting a hybrid meeting

A laptop with a blue screen. Dozens of illustrated envelopes scatter from it. We can all learn from these experiences to implement efficient and effective meetings to strengthen our work in family planning and reproductive health.

Want more information on remote facilitation? Explore the FP insight collection.

Ados Velez May

Mshauri Mkuu wa Kiufundi, IBP, Shirika la Afya Ulimwenguni

Ados ni Mshauri Mkuu wa Kiufundi katika Sekretarieti ya Mtandao ya IBP. Katika jukumu hilo, Ados hutoa uongozi wa kiufundi unaoshirikisha mashirika wanachama wa mtandao juu ya maswala anuwai kama vile kuweka kumbukumbu za mazoea madhubuti katika upangaji uzazi., usambazaji wa mazoea yenye athari kubwa (HIPs), na usimamizi wa maarifa. Kabla ya IBP, Ados alikuwa na makazi yake Johannesburg, kama mshauri wa kikanda wa Muungano wa Kimataifa wa VVU/UKIMWI, kusaidia idadi ya mashirika wanachama Kusini mwa Afrika. Amemaliza 20 uzoefu wa miaka mingi katika muundo wa kimataifa wa mpango wa afya ya umma, msaada wa kiufundi, usimamizi, na kujenga uwezo, inayozingatia VVU/UKIMWI na Afya ya Uzazi.

Nandita Thatte

Kiongozi wa Mtandao wa IBP, Shirika la Afya Ulimwenguni

Nandita Thatte anaongoza Mtandao wa IBP unaoishi katika Shirika la Afya Ulimwenguni katika Idara ya Afya ya Ujinsia na Uzazi na Utafiti.. Kwingineko yake ya sasa ni pamoja na kuainisha jukumu la IBP kusaidia usambazaji na matumizi ya uingiliaji kati na miongozo inayotegemea ushahidi., kuimarisha uhusiano kati ya washirika wa msingi wa IBP na watafiti wa WHO ili kufahamisha ajenda za utafiti wa utekelezaji na kukuza ushirikiano kati ya 80+ Mashirika ya wanachama wa IBP. Kabla ya kujiunga na WHO, Nandita alikuwa Mshauri Mkuu katika Ofisi ya Idadi ya Watu na Afya ya Uzazi katika USAID ambapo alibuni, kusimamiwa, na programu zilizotathminiwa katika Afrika Magharibi, Haiti na Msumbiji. Nandita ana MPH kutoka Shule ya Afya ya Umma ya Johns Hopkins na DrPH katika Kinga na Afya ya Jamii kutoka Shule ya Afya ya Umma ya Chuo Kikuu cha George Washington..

Carolin Ekman

Mawasiliano na Usimamizi wa Maarifa, Mtandao wa IBP

Carolin Ekman anafanya kazi kwa Sekretarieti ya Mtandao ya IBP, ambapo lengo lake kuu ni mawasiliano, mitandao ya kijamii na usimamizi wa maarifa. Amekuwa akiongoza maendeleo ya Jukwaa la Jumuiya ya IBP; inasimamia maudhui ya mtandao; na anahusika katika miradi mbalimbali inayohusiana na hadithi, mkakati na kubadilisha jina la IBP. Na 12 miaka katika mfumo wa Umoja wa Mataifa, NGOs na sekta binafsi, Carolin ana uelewa wa fani nyingi wa SRHR na athari zake kwa ustawi na maendeleo endelevu.. Uzoefu wake unahusu mawasiliano ya nje/ndani; utetezi; ushirikiano wa umma/binafsi; uwajibikaji wa shirika; na M&E. Maeneo ya kuzingatia ni pamoja na kupanga uzazi; afya ya vijana; kanuni za kijamii; Ukeketaji; ndoa ya utotoni; na ukatili unaotokana na heshima. Carolin ana MSc katika Teknolojia ya Vyombo vya Habari/Uandishi wa Habari kutoka Taasisi ya Teknolojia ya Kifalme, Uswidi, pamoja na MSc katika Masoko kutoka Chuo Kikuu cha Stockholm, Uswidi, na pia amesoma haki za binadamu, maendeleo na CSR nchini Australia na Uswizi.

Anne Ballard Sara, MPH

Afisa Programu Mwandamizi, Kituo cha Johns Hopkins cha Mipango ya Mawasiliano

Anne Ballard Sara ni Afisa Programu II katika Kituo cha Johns Hopkins cha Mipango ya Mawasiliano, ambapo anasaidia shughuli za utafiti wa usimamizi wa maarifa, programu za shamba, na mawasiliano. Asili yake katika afya ya umma ni pamoja na mawasiliano ya mabadiliko ya tabia, kupanga uzazi, uwezeshaji wa wanawake, na utafiti. Anne aliwahi kuwa mfanyakazi wa kujitolea wa afya katika Peace Corps nchini Guatemala na ana Mwalimu wa Afya ya Umma kutoka Chuo Kikuu cha George Washington..

Sarah V. Harlan

Kiongozi wa Timu ya Ushirikiano, Maarifa MAFANIKIO, Kituo cha Johns Hopkins cha Mipango ya Mawasiliano

Sarah V. Harlan, MPH, imekuwa bingwa wa afya ya uzazi na uzazi wa mpango duniani kwa takriban miongo miwili. Kwa sasa yeye ndiye kiongozi wa timu ya ushirikiano kwa mradi wa Maarifa SUCCESS katika Kituo cha Johns Hopkins cha Mipango ya Mawasiliano.. Masilahi yake maalum ya kiufundi ni pamoja na Idadi ya Watu, Afya, na Mazingira (PHE) na kuongeza upatikanaji wa njia za uzazi wa mpango zinazofanya kazi kwa muda mrefu. Yeye ni mwanzilishi mwenza wa mpango wa kusimulia hadithi wa Sauti za Uzazi wa Mpango (2015-2020) na huongoza podikasti ya Hadithi ya FP. Yeye pia ni mwandishi mwenza wa miongozo kadhaa ya jinsi ya kufanya, ikiwa ni pamoja na Kujenga Mipango Bora: Mwongozo wa Hatua kwa Hatua wa Kutumia Usimamizi wa Maarifa katika Afya ya Ulimwenguni.

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