Human Resources Training Courses

Recursos Humanos Training

Human Resources, HR courses

Human Resources Course Outlines

ID Name Duration Overview
2646 Building an Effective Team with Belbin Team Roles 7 hours The Team Roles identified by Dr Meredith Belbin are used extensively in organisations worldwide. This course will guide you through the Team Roles theory to help identify ways to use your strengths to your advantage and manage your weaknesses as best you can. The course is suitable for individuals who want to learn to function better in, or improve their management of, teams. It is also ideal for existing teams, who, together, can examine ways to work more effectively in their specific environment. Introduction The work of Dr Meredith Belbin How Team Roles theory has been used effectively How not to use Team Roles theory Belbin Team Roles overview Determining Your Preferred Role Self-Perception Inventory Observer Assessments Team Development The 9 Belbin Team Roles Developing  your individual strengths for team success Understanding allowable weaknesses (Belbin Team Report – optional for teams taking the course together) Team Dynamics Understanding how others affect your behaviour Handling difficult people How to deal with missing roles
1969 Assertiveness 7 hours A highly participative course involving individual and group discussions and skills practice to enable delegates to share ideas and develop their skill levels. Audience Anyone who is looking to enhance their assertiveness skills Aim This course aims to raise confidence and increase the delegate’s ability to communicate confidently and assertively with colleagues and customers. Objectives By the end of the programme the participants will: Understand and overcome the barriers to being assertive Recognise behaviour traits within yourself and others and learn effective strategies for managing them Communicate effectively with a wide range of people to achieve a win-win situation wherever possible Effectively manage difficult situations. What is assertiveness and how can I achieve it? Understanding and overcoming the barriers to assertiveness Building self confidence Communicating effectively – getting your message across Identifying influencing strategies that can effectively manage difficult situations Continuing Professional Development (personal reflection and action planning).  
2224 Equality and Diversity Masterclass 7 hours The aim of this one day course is to better equip delegates in order to promote E&D in the workplace and better comply with relevant E&D legislation. By the end of the course, delegates will be able to: Explain the benefits of Inclusion and an inclusive workplace Outline the Equality Act 2010 and it's implications for employers and employees Discuss what is meant by 'prohibited conduct' and how this can be avoided Define what is meant by 'reasonable adjustments' for disabled workers State current, appropriate and inappropriate terminology Introduction to E&D and inclusion The Equality Act 2010, it's history and implications Prohibited conduct & discrimination Disability in the workplace E&D terminology
2228 Mentoring and Coaching 7 hours The aim of this one day course is to provide delegates with mentoring and coaching skills for the workplace. By the end of the course, delegates will be able to: State the difference between mentoring and coaching Discuss relevant learning theories Describe different learning styles Explain the feedback model Outline basic coaching principles State the component parts of the GROW coaching model  Introduction to mentoring and coaching Theories to learning Learning styles Effective Feedback Principles of Coaching The GROW model
2352 Communicating and Influencing – For Managers and Team Leaders 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office This course is almost identical to the Team Members’ course (see separate outline) but with these changes: There is an addition module entitled: Leadership v Management which covers: The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles There is an additional module entitled: Delivering Change which covers: Why Change does / does not work Change Principles Resistance to Change – and why, occasionally, resistance to change is beneficial
2457 Organisational Behaviour 14 hours Introduction to OB Diversity in Organisation Attitude & job satisfaction Personality Perception & individual decision making Motivation Foundation of group behaviour (groups & teams) Organisational structure or communication Leadership Managing change & stress - conflict Organisational Culture
2526 Coaching Skills 7 hours Audience Staff who need to be fully prepared to deliver high quality Coaching sessions To individual members of their own staff To their teams To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input Format of the course A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback By the end of the course, delegates will be able to: Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance Deliver meaningful Coaching Sessions Define Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching models Introduction to the GROW model G = Goal: the purpose of the discussion or changes the individual / team wishes to make R = Reality: an honest assessment of the current situation and the need for change O = Options: what can be done to achieve that change; what else; is there anything else…? W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress? Consideration of all the factors required in: Turning vision into reality Delivering measurable outcomes Making effective decisions Managing the change Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Becoming a successful Coach How does a Coach behave? What does a Coach do? Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times Coaching performance from individuals whose day-to-day work we don’t understand The link with Performance Management Objective setting – understanding what is required Managing against these objectives – understanding what success / shortfall looks like Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload) Coaching and Feedback: links and differences Coaching in Practice Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
2528 Communicating and Influencing For Team Members 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance
2531 High Impact Presentations 7 hours Audience Staff who need to be fully prepared to deliver High Impact Presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback Attendance on this course assumes an existing level of experience in delivering Presentations. It is the next level up from the Presenting with Confidence course. By the end of the course, delegates will be able to: Prepare, structure and deliver an effective presentation to a high quality level Define the levels of energy, involvement and engagement required to convince an audience Act flexibly in delivering presentations: to be able to adapt the presentation to developing circumstances – perhaps through a last-minute chance of objective or unexpected time pressures Presentation Skills As with Presenting with Confidence: delivery of a pre-prepared presentation on the delegate’s chosen subject related to their work. It is expected that this Presentation will already be of high-quality and just need refining to add the “High Impact” elements N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Creating a High Impact Presentation Understanding what turns an “ordinary” presentation into a High Impact Presentation The synchronisation of material: spoken material, visual material, support material Detailed work on the structure and format of a presentation The Psychology of the Presenter Creating and communicating belief and conviction Understanding the required levels of involvement and engagement: from the presenter and from the audience Creating a personal brand Flexibility Understanding the importance of Fog Horn Messages Adapting the presentation “on the hoof” Getting the message across Dealing with changed circumstances: last-minute alterations to the audience’s requirements; revisions to timings Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback N.B. Depending on group ability and requirements, this could include the preparation and delivery of an ad hoc presentation. It is never recommended to deliver presentations without sufficient preparation but sometimes business circumstances dictate that this is necessary and a presenter at this level should be able to structure a few minutes of high quality presentation, as required.
2530 Handling Conflict with Confidence 14 hours Audience Staff who need to be fully aware of the issues surrounding Conflict and how to deal with it with: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand conflict and its effect on ourselves and others Define assertive and non-assertive behaviours Appreciate the need for self-management before managing others Develop capability in engaging conflict assertively Build confidence through demonstrations and practical simulations Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? How can we “adapt” behaviour to prevent the causes of conflict or to defuse conflict caused by others? What do we mean by Effective Communication in potential and actual conflict situations? Emotional Intelligence Emotions and their consequences both in creating and in dealing with conflict The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Customer and Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with conflict in Customer and / or Stakeholder interactions Assertiveness Aggressive v Assertive v Submissive Benefits of Assertive Behaviour Confrontation The Confrontational Model – Fierce Conversations The PRO Model: a template for planning and successfully undertaking Fierce Conversations Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
2533 People and Team Management 21 hours Audience Staff who need to be fully aware of the issues surrounding People and Team Management for: Themselves Their colleagues (peers) Their bosses Their team members Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Appreciate how to manage, motivate and develop their team members Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Management v Leadership What is Management? What is Leadership? What is the difference between Management and Leadership? Analysing Leadership Behaviour Analysing the difference Management Styles – and understand when to use them The importance of Communication – including: Verbal Communication Vocal Communication Visual Communication Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Building a Successful Team What is a Team? The stages of Team Development Goal and Objective Setting Goal Setting – for the company Objective Setting – for the staff Drafting and Aligning Objectives Performance Management Stakeholder Management People and the Service-Profit Chain Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Delegation What is Delegation? The Stages of Delegation Coaching What is Coaching? Using the G R O W model for effective coaching Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them: Competing Collaborating Compromising Avoiding Accommodating Bridging the Gap
2534 Personal Efficiency and Managing Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
2632 Build your Didactic Toolbox 7 hours In this workshop you can improve your repertoire of teaching methods to formulate your message clearly, create more interesting lectures and seminars, and collect feedback. You will practice communicative techniques that help students to master difficult subjects in a self-responsible way. Target audience Technical professionals who prepare and deliver training sessions What are teaching methods? Introduction Expectations of participants Planning a teaching unit Setting learning objectives with Blooms Taxonomy Setting learning objectives without Blooms Taxonomy SMART learning goals Method laboratory Well-known teaching methods Methods for frontal presentations Methods for interactive teaching Methods for computer-based training sessions Teaching methods in practice When to apply which method? Learning phases Writing a lesson plan Frequent pitfalls Practical exercises Teaching units conducted by participants Feedback
2633 In sieben Schritten zur Unterrichtsstunde 7 hours

Upcoming Courses

CourseCourse DateCourse Price [Remote/Classroom]
Build your Didactic Toolbox - Cape TownFri, 2015-08-28 09:30$1320 / $3270
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