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Posted by: | Posted on: Feb 19, 2018

In-house training

In-house training

In-house training/education to change organisational culture.

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Addressing the four most essential interrelated development areas for any organisation in the business or public world.

 On site education and implementation in any town in South Africa

Organisation culture:
Organisation culture has nothing to do with race, sex, language or cultural background of employees. It has much to do with the type of team leadership that is consciously being encouraged in strategic planning, company policies and the type of employees being appointed in positions of authority. In other words it has all to do with human relations and whether people are treated primarily with laissez-faire leadership, transactional leadership or transformational leadership and its consequences on the attitudes, feelings and behaviour of subordinates. For instance, subordinates can be forced into robotic behaviour, with transactional leadership and its accompanying destructive motivational factors, leading to low loyalty; or inspired to use own initiative and innovativeness, with transformational leadership and its accompanying constructive motivational factors, leading to high loyalty, which in turn may impact negatively or positively on organisation improvement.

The other important influence on organisation culture is how employees perceive the fairness of performance appraisals and its consequences on their future development opportunities and career progress.

The purpose with our courses is to increase the return on investment (ROI) or profit on total cost outlay per employee for organisations. We facilitate educational courses for corporate employees in the following three development areas:

1. Team Leadership:
Contents: Leadership self-test, leadership traits to strive for, the ten most common people management mistakes to avoid, strategic planning for direction in a global competitive environment, situational leadership styles, team leadership, delegation, hierarchical differentiation of management functions, leadership ethics and moral values, conflict handling, change management, destructive versus constructive motivation, the consultative management style, the eleven leadership principles to uphold, dynamic leadership, other problem-solving techniques like the GROW model, the Ishikawa diagram, project planning and control, possibility thinking, creative thinking and value management.
Duration: 5 full days. Training session structure options:
1. 5 days, spread over 5 weeks;
2. 5 days, with a session every second day;
3. 6 half days, daily, with homework after hours or
4. 5 consecutive full days.
Cost: R6 000.00 per participant.

2. Performance management the right way:
Contents: 1. Conversion of strategic departmental objectives into a mission statement per job for which continuous key objectives in terms of purpose, customers, product and scope can then be developed, together with key standards against which actual results can be measured. 2. Renewal of job descriptions for which continuous critical objectives and accompanying critical standards are developed. 3. Defining specific job assignments and projects with accompanying specific time limited objectives in terms of time limited action plans and specific standards. 4. Development of a job performance matrix (Balanced Score Card) where actual results are measured against key, critical and specific standards. 4. The performance planning and review cycle, with the science of conducting effective meetings. 5. The principles of short interval control where each lower tier controls more frequently than the higher one. 6. Performance appraisals and identification of individual development areas. 7. Identification of risk management shortcomings to be added into the system.
Duration: 7 full days. Training session structure options:
1. 7 days, spread over 7 weeks;
2. 7 days, with a session every second day;
3. 8 half days, daily, with homework after hours or
4. 7 consecutive full days.
Cost: R8 000.00 per participant. See the organisation benefits on this page.
For further reading on performance improvement open or save this PDF file.

3. Recruitment and interviewing skills for line managers:

Module one: Introduction to recruitment, what is recruitment?, challenges and trends, sourcing candidates, requirements, case study, self-test questions; Module two: The selection process, job analysis and descriptions, the approach, the recruitment interview, testing, case study, self-test questions; Module three: Goal setting, using the GROW model, identifying goal areas, setting smart goals, using a productivity journal, case study, self-test questions; Module four: The interview, phone interviews, traditional interviews, situational interviews, stress interviews, case study, self-test questions; Module five: Types of interview questions, direct questions, indirect questions, situational questions, behavioural descriptive questions, stress level testing, competency questions, case study, self-test questions; Module six: Avoiding bias in your selection, expectancy effect, primacy effect, obtaining bias information, stereotyping, case study, self-test questions; Module seven: The background check, preparation, data collection, illegal questions, being thorough without being pushy, case study, self-test questions; Module eight: Making your offer, outlining the offer, negotiation techniques, dealing with difficult issues, sealing the deal, case study, self-test questions; Module nine:Orientation and retention, getting off on the right track, your orientation program, the checklist, following up, case study, self-test questions; Module ten: Measuring the results, cost breakdown, employee quality, recruiter effectiveness, fine tuning, case study, self-test questions; Module eleven: Wrapping up, words from the wise, lessons learned, completion of action plans and evaluations.
Duration: 5 full days. Training session structure options:
1. 5 days, spread over 5 weeks;
2. 5 days, with a session every second day;
3. 6 half days, daily, with homework after hours or
4. 5 consecutive full days.
Cost: R6 000.00 per participant.

Professional evaluation of a candidate requires the following types of probing job related questions:
1. Situational interviewing questions.
2. Behavioural interviewing questions.
3. Stress interviewing questions.
4. Competency interviewing questions, focussing on specific required knowledge for tasks to be performed by the job position (testing actual knowledge against job required knowledge and weigh up the potential probability that a candidate will be able to close any required knowledge gaps in a short time period).

If one wants to appoint the best, one must attract the best and be able to choose the best of the best, by applying the best available techniques. Are all the first line supervisors and managers proficient in interviewing techniques?

First line supervisors and managers on all levels normally have the final decision on appointment of subordinates, with or without the input of other committee members. In most cases they perform these duties according to own interpretations, without proper knowledge and insight in best practices for taking in new employees. In other words they may not be equipped to perform these duties to the best interest of the employer.

4. Strategic planning:

We facilitate strategic planning sessions for organisation top leaders or coach them and their subordinates how to do it, when requested

See what other authoritative experts are saying at these pages:

The minimum quantity of enrollments required per training subject is 25. Participants also get complimentary free access to the paid membership vault. The venue can also be changed to accommodate bigger groups.

Synopsis: Effective leadership cannot be achieved without strategic planning. One of the main purposes with effective leadership is to give direction for an organisation and one of the best tools to arrive at direction is strategic planning with the SWOT analysis. An effective performance management system cannot be achieved without strategic objectives. Higher human talent productivity cannot be achieved without an effective performance management system. Higher employee motivation cannot be achieved without effective team leadership.
Attracting the required human capital talent cannot be achieved without an effective recruitment system. An effective recruitment system must be adapted to cater for the strategically required organisation culture and team leadership.

We can facilitate soft skills courses on any required subject.

We can also conduct training courses to improve skills in Microsoft Word, Microsoft Excel, Microsoft Presentations, Microsoft Publications and Microsoft Access.

The benefits of in-house courses (on site on the premises of the organisation) versus out of town seminars are as follows:
– no travelling fees;
– no accommodation fees;
– no fees for meals;
– no unnecessary absenteeism; and
– practical implementation can start immediately after each intermittent class session.

Corporate Education: Corporate Education refers to a system of professional development activities provided to educate employees. It may consist of formal university or college training or informal training provided by non-collegiate institutions. The simplest form of corporate education may be training programs designed “in-house” for an organization that may wish to train their employees on specific aspects of their job processes or responsibilities. More formal relationships may further exist where corporate training is provided to employees through contracts or relationships with educational institutions who may award credit, either at the institution or through a system of CEU (Continuing Education Units).

Many institutions or trainers offering corporate education will provide certificates or diplomas verifying the attendance of the employee. Some employers use corporate and continuing education as part of a holistic human resources effort to determine the performance of the employee and as part of their review systems.

Increasingly organisations appear to be using corporate education and training as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers for the organisation and provides the employees with a more marketable portfolio of skills and, in many cases, recognised qualifications.

The difference between Corporate Education and Corporate Training: Most organisations tend to think of corporate education as corporate training. Corporate training programs are often competency based and related to the essential training employees need to operate certain equipment or perform certain tasks in a competent, safe and effective manner. The outcome of a corporate training program is a participant who is either able to operate a piece of equipment or perform a specific task in an effective manner according to pre-determined training criteria.

The primary role of corporate training is to ensure an employee has the knowledge and skills to undertake a specific operation to enable an organisation to continue to operate. Fundamentally, corporate training is centred on knowledge transfer, with an instructor teaching or demonstrating a particular function and the student learning and demonstrating they can apply what they have learnt to a particular operation.

Corporate education, however, adds another dimension and depth to training by involving learners as participants in generating new knowledge that assists an organisation to develop and evolve, rather than maintain the status quo. Corporate education focuses on developing the capability of an organisation to be able to do things and, in particular, the right things in order to be a sustainable and successful organisation.

Corporate education involves a facilitator, rather than an instructor or trainer, to engage participants and encourage them to think about the what, how and why of what they are doing and to challenge their current paradigms. Corporate education is centred on introducing learning techniques to stimulate employees to think about what their organisation does, where it is heading, potential new opportunities for the organisation and new and better ways of doing things. While the role of corporate training is to develop the operational competency of individuals, the purpose of corporate education is to promote the development of capability of both an individual and their organisation.[1]

Increasingly organisations appear to be using corporate education as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers and employees for the organisation and gives individual employees a more marketable portfolio of skills and, in many cases, recognised qualifications.[2]

[1] Ryan, L: “Corporate Education: A Practical Guide to Effective Corporate Learning”, p2-3. Griffin Press. 2010. ISBN 978-0-646-52812-0.
[2] Prince, C: “Strategic Change: the role of in-company management education”. Strategic Change: 9, 167-175. John Wiley & Sons. 2000

Article Sources and Contributors: Corporate Education Source: http://en.wikipedia.org/w/index.php?oldid=545573776, Contributors: Akerans, Autodafey, JaGa, Jean.julius, Learnace, Malcolma, Mdayton7
License: Creative Commons Attribution-Share Alike 3.0//creativecommons.org/licenses/by-sa/3.0/

We offer facilitation of live training workshops and rescue and turnaround services to medium and big businesses.

Also read this post on organisation transformation.

The necessity of a formal performance management system can become less important, when the majority of the workforce of an organisation becomes mature enough to replace the formal system with a personal self-driven informal monitoring system. In other words, it can be abandoned, when individuals have received ample internal training to apply all the elements of a performance management system automatically themselves on an individual basis, without being officially forced to do so. However, how many can lay claim to this type of knowledge and maturity?

The following e-book training manual titled “Interviewer skills” is also included in the package for persons who buy membership:

Interviewer skills training manual

Unheard of bonus: All employee attendees of any of our in-house training courses also get free entry into our membership library, which cloud hosts the most comprehensive and diverse educational topics to enrich and satisfy all inquisitive minds and at the same time uplift the knowledge base of the employee corps! In other words, free access to all our other training material and educational e-books, for no extra costs! It can keep them growing and developing for years into the future!


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