This Managing and Measuring Training, Learning and Development training seminar will provide you with the essential knowledge and skills to gain greater strategic value from your investment in training and development. The focus of the training seminar will be the analysis and alignment of business objectives to create efficient systems to achieve the maximum ROI from your learning and development. You will also learn how to produce an effective business case utilizing metrics and other sources of strategic analysis. This is an essential training seminar for those who wish to be more effective and efficient with the training budget and more strategic with training interventions.
People are at the core of any workplace, but people can be very complex in their behaviours and attitudes. Managing people and their performance requires specialist skills and attitudes that many leaders, managers, and supervisors struggle with these issues. This exciting and very practical training course will provide the opportunity to develop your people management skills in a safe, fun, and informative learning environment. This is a vital course for any supervisor, manager or leader who needs to manage employee performance, behaviour and attitudes.
Traditionally, performance of the human resource (HR) department was measured in two ways: by the adequacy of the workforce and by the efficiency of the HR programs and services. Moreover, the process of measuring, analyzing, and evaluating HR performance has become more sophisticated. The increase in global competition has led firms to focus on results and to demand accountability for producing those results. Metrics are constructs or computations showing relationships between two or more measures. One approach to selecting HR metrics considers the uses of the metrics as decision supports, drivers of change, or proofs of performance. HR analytics are tools for evaluating performance against a standard. Depending on the purpose, the standards may be quantitative or qualitative; the tools may be descriptive, comparative, or statistical.
Organizations are realizing the many benefits of developing talent through coaching and mentoring programs. However, questions often arise about the use of each method, how these methods can support talent development, and the tools available for running programs. This whitepaper identifies the key differences between coaching and mentoring, how to use these methods in your organization, real world examples of success, and the new toolsets that is available. At the end of this program, participant will Read on to discover how your organization can better create, manage, and run effective talent development programs.
A growing body of evidence demonstrates that more gender-inclusive organisations outperform more homogeneous organisations. Facilitators on this Gender Diversity in the Workplace course equip participants with the skills and knowledge to identify areas for improvement within your organisation and to create a convincing and relevant business case and action plan that will drive good practice and generate company-wide support for gender diversity in the workplace.
Discipline in the workplace is the means by which supervisory personnel correct behavioural deficiencies and ensure adherence to established company rules. The purpose of discipline is correct behaviour. It is not designed to punish or embarrass an employee. Often, a positive approach may solve the problem without having to discipline. However, if unacceptable behaviour is a persistent problem or if the employee is involved in a misconduct that cannot be tolerated, management may use discipline to correct the behaviour. In general, discipline should be restricted to the issuing of letters of warning, letters of suspensions, or actual termination. Employers should refrain from “disciplining” employees by such methods as altering work schedules, assigning an employee to do unpleasant work, or denying vacation requests.