Introduction

This workshop addresses the presence of office politics, and how to spot it. Participants will be equipped with skills for managing themselves in political situations.

The workshop will be highly interactive, to bring realisation to the participant on differing views on office politics, and how they are a part of it. Participants will learn of techniques used by the facilitator over his 30 years of working experience. Participants will benefit from the facilitator’s successes in leveraging on personal values, company values/culture and collaborative approaches.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Appreciate why office politics exist, and understand they are a part of it
  
• Understand their current work environment better, and develop their response to various political situation
  
• Assess political situations through an assessment model

Who Should Attend

Assistants, Personal Assistants, Secretaries, Executives, Supervisors, Officers and Managers who want to understand, embrace and leverage on office politics

Programme Outline

• What causes Office Politics? (Discussions)
  i. Common political situations
  ii. Finding the root cause
  
  
• Looking at the Hard Facts (Case Study/Role Play)
  i. Company Values/Culture
  ii. Power
  iii. You
  
  
• Exploring the Influencers (Discussions)
  i. People
  a. Boss
  b. Peers
  c. Sub-ordinates
  d. Non employees
  
  ii. Environment
  a. Rumour-Mill
  b. Gossips
  c. Half-Truths
  
  iii. You
  a. Career?
  b. Just a job?
  c. Just for Experience?
  d. Player?
  
  
• Enabling You (Discussions & Assessment Tools)
  i. Understanding and Building Yourself 
  ii. Tools to Understand Personalities
  iii. Leveraging on the Hard Facts
  iv. Political Assessment Model
  v. Making Practical Plans

Methodologies

Highly interactive workshop with focus on Discussions, Case Study & Role-Play and Participant Activities.

Programme Trainer

Maurice Chua has more than 30 years’ experience as a HR practitioner, with diverse experiences in the Energy, Oil & Gas, Supply Chain, Automotive, Manufacturing, and Retail sectors. More than 20 of these were in Regional and Sub-Regional HR leadership roles. Maurice’s HR coverage over the course of his career, included Asia and Middle East. His prior appointments included roles as Regional HR Head in an Energy organisation, Regional HR Head in an Oil & Gas organisation, Sub-Regional HR Head in a Supply Chain organisation, plus Regional HR leadership in specialist roles, leading up Employee Communications, Employee Relations, Compliance, and Community Programs. Maurice's Human Resources experience is extensive, having being involved in Human Resource start-ups in regional (Asia & Middle East) and country (India, Thailand and Singapore) capacities.

Introduction

While business leaders have often expressed that people are their most important assets, they are often disappointed when it comes to the development and learning of their most important assets. They often lament that the people do not possess the skills required to cope with the business requirements or that the people are not motivated to learn.

This program aims to establish a tight connection between the investment that a company makes in training and developing its staff, and what the business really needs. Business-driven learning needs analysis helps HR and Learning professionals be connected to real business concerns and then developing an organization learning plan that is relevant, aligned and supportive of business requirements.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the difference between training needs and learning needs
• Learn the skills needed to conduct an effective learning needs analysis
• Enable participants to develop an organization learning plan that is relevant and aligned to what the business really wants

Who Should Attend

HR Leaders, Learning & Development leaders, Leaders and managers who have seen learning as a critical pillar of business success

Programme Outline

• Introduction
  -Setting the stage for safe and comfortable learning
  - Understanding and clarifying expectations
• Organization Learning
  - Drivers of organization learning
  -Types of organization learning
  - What is a learning organization
• Needs Analysis
  - Common practices
  - Traps and pitfalls
  - Training Needs vs Learning Needs
  - Whose needs are we analysing?
• Why Needs Analysis
  - Understanding the purpose of a Needs Analysis
  - Why is a good Needs Analysis Important
  - Who is the customer?
  - Sharing of best practices
• Review and Summary
• Understanding Business Needs
  - What business wants
• Translating Business Needs into Learning Needs
  - Inputs to consider
• Skills Required to Execute Effective Learning Needs Analysis
  Building The Organizational Learning Needs Analysis
  Skills Practice and Application
  

Methodologies

• Concept Presentation
• Role Plays
• Individual and Group Feedback & Coaching
• Application Presentation with Group Review
• Experiential Games and Activities

Programme Trainer

Mr Kwok Hoe Choy (HC) has close to 30 years of practical, hands-on experience in leading, designing and implementing learning solutions, talent development programs, and organisation branding & employee engagement initiatives for multi-national corporations (MNCs) across Asia. Having trained thousands of professionals, managers and senior leaders across different cultures, HC is now using his experience to focus on helping build successful organisation through high performance teams.

Some of his major clients he worked with include Sanofi Pharmaceuticals (Malaysia), Abbott Laboratories (Singapore), HERE Solutions (Singapore), the mapping division of Nokia, CTC-G (Malaysia), a leading IT Solutions provider and part of ITOCHU group of Japan, EMC Computers (SEA), GoPivotal (Asia), CHEPS Asia, a third party logistics management company, UOB Bank (Singapore), IOI Loders Croklaan Asia, the world largest specialty oils & fats supplier, Hong Ming Store Singapore, the leading fabrics provider in Singapore for curtains and household use and Cocoa Boutique, Malaysia’s largest chocolate paradise.

Introduction

Effective organisations and managers recognize that a significant part of building an effective and productive organisation is employing quality people. Interviewing has been identified as a critical management skill. Unplanned and “trial and error” interviewing result in failure. The competency-based selection interviewing provides an approach to interviewing that is behavioural-focused. The approach once mastered will transform a participant’s ability to interview effectively. The program will support the recruitment of employees who are more effective, productive and are satisfied with their jobs; thus, increasing the number of individuals who are productive and reach productivity standards quickly.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Use a structured selection process to predict applicants’ job performance.
  
• Explain the selection process and used an Interview Guide in preparing, conducting and managing the interview to select the right people.
• Use well-thought-out behavioural questioning techniques.
• Establish and build rapport with the applicant.
• Utilise job-related core competencies in the interview process.
• Maintain the image of the organization and ensure that the dignity of the applicant is preserved.

Who Should Attend

Staff, who are required to interview candidates for both internal placement and recruitment from an external pool of candidates for their units, would find this program helpful to their project roles and responsibilities.

Programme Outline

• The context for behavioural-based Interviewing, Performance and Competencies
  
• Collecting Behavioral-based Information using a structured approach
• Skills Practice
• Components of an Interview & Key
• Interviewing Principles – Interview Guide & Reviewing Candidate Resume
• Interview Questioning Sequence
• “Practice - Follow-up Qs”
• Other considerations in building candidate engagement and impression
• Skills Practices
• Decision making in selection interviewing based on behavioural based information

Methodologies

This program will be delivered via conceptual briefing using written and visual aids. Skills practices, skill-building exercises and small-large group discussions will be used to expand and sharpen participant interviewing skills. The workshop leader will facilitate group discussions and feedback on the application of techniques, actual job situations and related exercises.

Programme Trainer

Jack Chua leads, facilitates and consults client organisations in workshops, boot-camps and organisation development assignments such as assessment centre, team development (include diagnostic work and 1:1 coaching), executive coaching and strategy cascades/implementations.

He is an adjunct staff member with the Center for Creative Leadership. He has certifications or professional competence in numerous Human Resource and Organization Development related activities such as job analysis, work profiling, teamwork, coaching, cycle time reduction through cross-functional process mapping, career planning, MBTI® Step I and II, CPI 260, Conflict Dynamic Profiling, Voices 360- degree feedback, 360 by Design, Benchmarks, Workplace Big 5 Profiling, competency-based interviewing, performance management, HR audit, and HR planning process.

Jack holds a degree in management and a M.B.A. in Strategic and International Management. He is proficient in both English and Mandarin.

Introduction

Every employee is different, and there is no one-size-fits-all approach to engage, motivate and retain employees. How do we apply the concept of Different Strokes for Different Folks then in reality?

The Employee Life Cycle Management technique takes a completely different angle to the engagement, motivation and retention of employees. Instead of focusing on teaching managers how to manage employees, the Employee Life Cycle Management technique focuses on a client-centric approach and views the management process from the employee’s perspective.

By following employees through the different stages of their employment, the manager will be able to identify and understand changes the employees undergo with the company. Management styles can then be attune to engage, motivate and retain team members accordingly.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the different stages that employees go through in the life as a member of their team
  
• Understand the different needs of an employee at different stages of their employment
• Learn skills and competencies that a manager needs to engage, motivate and retain employees at every stage of their career
• Learn how to apply the skills and competencies for their current team

Who Should Attend

Team leaders, People Managers, Managers of managers, Senior Leadership Teams, Managers and professional seeking both professional and personal growth.

Programme Outline

• The Challenges of Management
• Basic Management Models and Theories
• The Employee Life Cycle Management Model (Part 1)
• The Employee Life Cycle Management Model (Part 2)
• The Employee Non-Performance Cycle
• Mapping My Team
  

Methodologies

This is a highly experiential and interactive workshop where 70% of the time participants will be engaged in games, discussion and activities. Training comprises a combination of:

- Concept Presentation
- Role Plays
- Individual and Group Feedback & Coaching
- Application Presentation with Group Review
- Experiential Games and Activities

Programme Trainer

Mr Kwok Hoe Choy (HC) has close to 30 years of practical, hands-on experience in leading, designing and implementing learning solutions, talent development programs, and organisation branding & employee engagement initiatives for multi-national corporations (MNCs) across Asia. Having trained thousands of professionals, managers and senior leaders across different cultures, HC is now using his experience to focus on helping build successful organisation through high performance teams.

HC past appointments include careers with Molex Far East South Management as Regional Training Manager, Dell Global BV a Senior Manager, L&OD (South Asia) and CSC Asia as Director of L&OD. He has also held manufacturing appointments with GM Singapore and Baxter Healthcare. He was on secondment to Singapore’s Economic Development Board prior to making a career switch to people development in 1995. His last held appointment was Area Leader, L&D Training (Asia, Pacific, Middle East & Africa) for Abbott Laboratories, where he was a member of Abbott’s Global L&D Leadership Team.

HC Holds a Bachelor of Engineering (Mechanical & production) with a Master’s of Science (Industrial & Systems Engineering) both from the National University of Singapore. With his broad-based experience and deep knowledge in the practical implementation of L&OD tools & programs, HC is an excellent resource to tap on to find the best L&OD solutions to support your company’s business success.

Some of his major clients he worked with include Sanofi Pharmaceuticals (Malaysia), Abbott Laboratories (Singapore), HERE Solutions (Singapore), the mapping division of Nokia, CTC-G (Malaysia), a leading IT Solutions provider and part of ITOCHU group of Japan, EMC Computers (SEA), GoPivotal (Asia), CHEPS Asia, a third party logistics management company, UOB Bank (Singapore), IOI Loders Croklaan Asia, the world largest specialty oils & fats supplier, Hong Ming Store Singapore, the leading fabrics provider in Singapore for curtains and household use and Cocoa Boutique, Malaysia’s largest chocolate paradise.

Introduction

People are the most important resource of every organisation. Across all industries historically, it has consistently been the quality of the workforce which determines the destiny of organisations. In the current challenging economic landscape, developing human capital as a sustainable competitive advantage has become increasingly important.

This course is designed for HR personnel as well as non-HR Managers and Team Leaders, to provide a comprehensive understanding on some important aspects of people management which can help enhance the human capital of the organisation. Survey of different industry best practices in these areas will be presented and discussed, with insights from research findings of behavioural sciences.

Participants will be refreshed with a deeper understanding of how the different people management functions contribute to organisation effectiveness and be equipped with new ideas and approach for application in their workplace.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Identify areas of personal responsibility to enhance HR capital in their organisation
  
• Contribute to the development of a conducive environment in their workplace
• Apply EQ strategies to improve relationships at work
• Organise and lead work improvement teams to raise productivity
• Understand process of developing talents and nurturing leaders
• Develop approach to cultivate creative intelligence and culture of innovation
• Build high performing teams at work

Who Should Attend

• HR Managers & Executives;
• Managers & Team Leaders.
  

Programme Outline

1. Introduction
   - Traditional vs New Economy HR Model
   - HR as a Sustainable Competitive Advantage
   
   
2. Creating a Great Workplace
   -   Building a Positive Company Culture
   -    7 Keys to Creating a Great Workplace
   
   
3. Raising EQ @ Work   
   - Cultivating 4 Core EQ Skills
   - Relationship Management
   - Conflict Resolution
   
   
4. Raising Productivity @ Work                                                              
   - Strategies for Improving Staff Productivity
   - Organising Work Improvement Teams
   
   
5. Developing Talent & Potential
   - Talent Management & Development Plan
   - Developing & Nurturing Leaders 
   
   
6. Cultivating Culture of Innovation                                                                
   - Cultivating Creative Intelligence
   - Characteristics of Innovative Organisations
   
   
7. Growing as a Learning Organisation                                                          
   - Key Steps to Creating a Learning Culture
   - Building a Common Shared Vision and Values
   
   
8. Harnessing & Synergising Teamwork                                                          
   - 10 Laws of Teamwork
   - Developing High Performance Teams
   
   
9. Review & Applications

Methodologies

Mini lectures, case studies, Mind Mapping®, activity based interactive whole brain learning with modelled applications & facilitated discussions

Programme Trainer

Dr Tan is the Principal Trainer and Managing Director at Tony Buzan Learning Centre as well as Mind Map Training Centre.

He graduated from the National University of Singapore with direct honours in Accountancy in 1984 and subsequently a Masters in Business Administration. He also has a Doctorate in Business Administration and an advanced Postgraduate diploma in consultancy from the Henley Management College in the UK. His research interests include strategic planning, strategic marketing, management leadership, emotional intelligence and mental literacy.

Dr Tan has extensive corporate experience and was previously a Senior Business Manager with the Standard Chartered Bank, Chief Executive of Europa Holdings Pte Ltd, Vice Chairman of China United Pure Water Company and Chairman of The Beverage Company of Asia in China.

He is also the pioneer of the Buzan 5-Step Learning Plan® for nurturing life-long learners. He published a research paper with the Henley Management College UK in early 2006 on developing intelligences and presented this paper as a Conference Speaker in the ASCD 2007 Conference in Anaheim, LA United States.

A Buzan Instructor, DISC Facilitator, ACTA, 6-Seconds® EQ Trainer and IAL Associate Adult Educator, Dr Tan has conducted numerous executive workshops and programmes for various corporates, schools and government institutions in Singapore.

Introduction

More often than not, Companies are unaware of the fact that when employees resigned, there is both tangible and intangible cost to the Organisation. Rather than continuously hiring and training new employees, it is important that the Company utilizes Exit Interviews as a part of their larger plan for improving employee retention.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Measure the cost of Employee Turnover to the Company
  
• Understand the purpose and benefits of Exit Interviews
• Set aside proper time and place for conducting of Exit Interview
• Apply best practises and techniques in conducting the Exit Interview
• Develop relevant questions and procedures
• Analysis the information collected, report findings and propose recommendations for intervention purposes

Who Should Attend

Human Resource Executives and/or Managers who are involved in the management of the Employee Life Cycle.

Programme Outline

• Employee Life Cycle
  - 6 Stages
  
  
• The “Painful Separation”
  - Measurable costs
  - Unmeasurable costs
  
  
• Types of Turnover and Why?
  - Involuntary
  - Voluntary Avoidable Dysfunctional
  - Voluntary Unavoidable Dysfunctional
  
  
• Exit Interview 101
  - What is an Exit Interview?
  - Why do we need an Exit Interview?
  - When do we conduct an Exit Interview?
  - Who is to conduct the Exit Interview?
  - How long should it be?
  - Objectives of Exit Interview
  
  
• Exit Interview Tools
  - Mode – online, face-to-face, phone call
  - What do we want to find out?
  - How should the form look like?
  - What type of questions to ask?
  
  
• Practical - Designing the Exit Interview Form
  
  
• Conducting an Exit Interview
  - Participation rate
  - Prepare the setting
  - Interviewing skills
  - Communication skills
  - Body language
  - Confidentiality
  
  
• Using Analytics and Effective Application
  -Compilation of data
  - Focusing on problematic areas
  - Presentation of data for decision making
  - Recommendation of intervention actions
  - “Stay” Interview
  - Isolate the problem
  - Measurement of improvement
  
  
• Discussion, Case Studies, Presentation & Role Play

Programme Trainer

Sin Lin Liis a seasoned Human Resource practitioner with more than 15 years of experience in the field. She has held HR generalist roles in various industries ranging from electronic, chemical, logistics, pharmaceutical to food & beverage manufacturing. Lin Li has worked with several large MNCs that include Panasonic, Nestle, Novartis, Coca-cola and PepsiCo, to name a few. In any position that she takes up, Lin Li believes in immersing herself in the roles, rolling up her sleeves and getting her hands dirty to understand the underlying organisational needs. She is especially strong in establishing the HR framework and best practices and is instrumental in managing PepsiCo’s Greenfield project, setting up an S$130m concentrate plant over 18 months.

Besides managing Greenfield projects, Lin Li has solid experience in the effective resolution of HR common day-to-day operational challenges and is the brainchild behind ofcountless strategic cum tactical HR solutions implemented. She has sound knowledge in the areas of Employee Relations and has worked closely with a number of Trade Unions like United Workers of Electronics & Electrical Industries (UWEEI), Chemical Industries Employees’ Union and Food Drinks & Allied Workers Union (FDAWU).

Introduction

This workshop will help participants explore their career objectives in the field of Human Resource. Participants will be able to explore the broader perspectives of each Human Resource discipline, and how to drive value through these disciplines.

The workshop will be highly interactive, to bring realisation to the participant on differing view of Human Resource from stakeholders. Participants will benefit from the facilitator’s 30 plus years of Human Resource experience. He will use the experiences from his Human Resource journey, from entry-level Personnel Officer to Regional HR Head for Asia & the Middle East, to help participants understand their respective responsibilities in Human Resource.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand the role of Human Resource in organisations
  
• Plan and map their personal Human Resource career objectives
• Appreciate the changing level of responsibilities while they journey through a career in Human Resource
• Build a personal plan on Value creation in their current and future roles

Who Should Attend

Human Resource Assistants, Executives, Supervisors, Officers and Managers who want to build their value for current needs and/or career growth. Only applicable for non-Human Resource professionals, who are looking at a career switch to Human Resource.

Programme Outline

• Personnel Management vs Human Resource (Discussions)
• HR: An Art or a Science? (Debate)
  
• 4 Key Aspects of Human Resource (Discussions & Case Study)
  i. Strategic HR
  ii. Change Manager
  iii. Administrative Expert
  iv. People Champion
  
  Understand how your current role fits into each of these 4 aspects. Discuss the various HR disciplines which aligns to each. The Case Study will highlight the varying levels of responsibilities of each HR role, and how you can derive value in each role.
  
  
• Enabling You (Discussions & Assessment Tools)
  i. Building Your Brand 
  ii. Creating Your Value-Proposition
  iii. Embracing Office Politics
  iv.     Emotional Intelligence

Methodologies

Highly interactive workshop with focus on Discussions, Case Study & Role-Play and Participant Activities.

Programme Trainer

Maurice Chua has more than 30 years’ experience as a HR practitioner, with diverse experiences in the Energy, Oil & Gas, Supply Chain, Automotive, Manufacturing, and Retail sectors. More than 20 of these were in Regional and Sub-Regional HR leadership roles. Maurice’s HR coverage over the course of his career, included Asia and Middle East. His prior appointments included roles as Regional HR Head in an Energy organisation, Regional HR Head in an Oil & Gas organisation, Sub-Regional HR Head in a Supply Chain organisation, plus Regional HR leadership in specialist roles, leading up Employee Communications, Employee Relations, Compliance, and Community Programs. Maurice's Human Resources experience is extensive, having being involved in Human Resource start-ups in regional (Asia & Middle East) and country (India, Thailand and Singapore) capacities.

Introduction

Human Resources Fraud existed for the longest time but many do not find them threatening. Many failed to understand the consequences of hiring the wrong person for the job. While Human resources triumphs in job matching, there are other factors they should consider in their hiring and selection process.

Find the answers to HOW, WHAT and WHEN, Human Resources can play a significant role in preventing and detecting fraud in their organisation.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand and review the characteristics of a fraudster
  
• Understand in-depth how occupational fraud could take place in your departments and organisation
• Understand and Appreciate the Motivations of Fraud among employees and people, in Fraud Deterrence
• Identify and Recognise High Fraud Risk Employees for enhanced surveillance
• Design and Implement the control activities and actions, to reduce occupational fraud incidences and losses gradually and effectively

Who Should Attend

• Human Resources Managers
• Payroll Managers
• Internal Auditors
• Compliance Officers
• Accountants and Finance Professionals
• Business and Operational Managers
• Decision Makers in talent hiring and selection
• Academicians
• Strategist and Corporate Planners
• Corporate Lawyers and Legal Advisors

Programme Outline

• Introduction to HR’s Role in Occupational Fraud Prevention and Detection
  
• Common Occupational Fraud cases
• A Typical Fraudster
• Why people commit Fraud?
• Markers of a Fraudster
• Internal Controls in Preventing and Detecting Occupational Fraud
• HR Preventive and Detective Internal Controls
• Recapitulation and Application

Methodologies

Instructor-led Presentations with class exercises, group discussion, simulation exercises and case studies.

Programme Trainer

Ms Jessica Hong is a Malaysian Chartered Accountant and holds a Bachelor of Accountancy from University of Malaya and she completed her post-graduate studies in Management Development Programme at INSEAD, Singapore.

Her career with PricewaterhouseCoopers (PwC) has given her invaluable experience in system assurance, management assurance, audit, fraud investigations, system implementations, due diligence and many other challenging assignments. All these provide her with deep insights of financial management practices and their impact on corporate performance. Her financial skills training experiences made her an invaluable resource to participants in her financial skills programme.

She was trained by Michael Wells, Director, IFRS Education Initiative, IFRS Foundation and Paul Pacter, IASB Member & Chairman of the SME Implementation Group in Singapore recently, to be an IFRS Trainer (IFRS is International Financial Reporting Standard).

Some of her major clients she worked with during her career include DKSH, Sime Darby and Amoco Chemicals, Maxis Communications, United Overseas Bank Malaysia, CitiBank Thailand, Kampuchea Institute of Certified Accountants and Auditors (KICPAA), OCBC Bank, MSIG, Institut Bank-Bank Malaysia, Ministry of Finance Malaysia, Institute of Singapore Chartered Accountants, Ministry of Finance (Malaysia), MSIG , Moet Henessey Diageo Singapore and Agro Bank.

Jessica has varied and vast commercial experience in developing and implementing credit control policies, project management, debt recovery training, system integration and many other management effectiveness & efficiency assignments. With more than 10 years of training experience in her cuffs, Jessica continued her passion in human capital development, specializing in financial and management skills training.

Introduction

An Organisation’s greatest asset is its people. Whether an Organisation’s business ventures would be a success or a failure is dependent very much on its employees’ performance and attitude. Supervisors and Managers are expected to be able to manage people effectively, leading, motivating, counselling and keeping them inspired. Long gone are the days where the Human Resource Department is expected to perform directly such functions.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Have clarity on the role they play
• Understand why manpower planning and budgeting is critical
• Effectively prepare and utilize the Job Description in making hiring decisions
• Guide and assist employees/subordinates in charting their career plans
• Manage employee performance in achieving Organisational Objectives
• Hold difficult conversations without being confrontational
• Grasp the workings of salary, compensation & benefits strategies & structures
• Assume the role of trainers and coaches in the imparting of knowledge

Who Should Attend

Executives and Managers who are not performing the HR functions

Programme Outline

• Emotional Intelligence at the Workplace
  - Understanding and applying Emotional Intelligence
  - Your role – Peer, Mentor, Friend, Boss
  - Establish a good working relationship
  
  
• Manpower Planning and Budgeting
  -Recruitment & Selection Policy
  - How many and what?
  - Job fit, culture fit, personality fit
  - Roles and function
  - Who to hire and who to groom?
  - Must-have VS Good-to-have
  - Spotting of high potential
  - Talent retention
  - Managing turnover
  - Managing workforce diversity
  
  
• Performance Management
  -Setting and communicating expectations
  - Performance monitoring
  - Gap analysis
  - Regular feedback and face-to-face
  - Communication skills and feedback skills
  - Performance evaluation
  - “Bell” curve and moderation
  - Management of poor performance
  - Human capital management
  - Succession planning
  
  
• Discussion, Case Studies, Presentation & Role Play
  
  
• Rewards, Salary, Compensation & Benefits
  -Salary, Compensation & Benefits strategies
  - Salary structure & internal equity
  - Job analysis and job worth
  - Management by Objectives
  - Performance-based rewards
  - Payroll processing policies & procedures
  
  
• Grievance & Disciplinary
  - Unionized or non-unionized environment
  - Employment Act
  - Grievance handling policy, process & procedure
  - Conducting inquiry
  - Execution of disciplinary actions
  
  
• Imparting Knowledge
  - Training Needs Analysis
  - Training budget management
  - Learning styles
  - Training styles
  - Difference between Training & Coaching
  - Knowledge & skills retention
  
  
• Using Analytics
  - Deciphering Manpower reports
  - Productivity management
  - Taking intervention actions
  
  
• Discussion, Case Studies, Presentation & Role Play

Programme Trainer

Sin Lin Liis a seasoned Human Resource practitioner with more than 15 years of experience in the field. She has held HR generalist roles in various industries ranging from electronic, chemical, logistics, pharmaceutical to food & beverage manufacturing. Lin Li has worked with several large MNCs that include Panasonic, Nestle, Novartis, Coca-cola and PepsiCo, to name a few. In any position that she takes up, Lin Li believes in immersing herself in the roles, rolling up her sleeves and getting her hands dirty to understand the underlying organisational needs. She is especially strong in establishing the HR framework and best practices and is instrumental in managing PepsiCo’s Greenfield project, setting up an S$130m concentrate plant over 18 months.

Besides managing Greenfield projects, Lin Li has solid experience in the effective resolution of HR common day-to-day operational challenges and is the brainchild behindof countless strategic cum tactical HR solutions implemented. She has sound knowledge in the areas of Employee Relations and has worked closely with a number of Trade Unions like United Workers of Electronics & Electrical Industries (UWEEI), Chemical Industries Employees’ Union and Food Drinks & Allied Workers Union (FDAWU).

Introduction

Manager or supervisor are constantly facing challenging situations when it comes to handling people. Every individual is different and each has his own personality and expectations. In spite of these challenges we need to find ways to get employees and colleagues to co-operate and work towards a common goal.

The workshop is designed to help identify and deal with various types of difficult behavior. There is a need to understand the good intentions behind bad behavior and how to manage our responses to such behaviours. Participants will learn how to provide effective feedback and bring out the best in people at their worst through rapport building and effective communication.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Understand and appreciate the intentions and behavior of difficult colleagues
  
• Identify categories of difficult people and apply strategies to manage them
• Analyse current approaches and explore alternative ways to manage difficult people
• Enhance communication skills and practice methods of managing difficult people

Who Should Attend

• Managers; and
• Supervisors

Programme Outline

• Getting to know difficult people and their behaviour
• 4 strategies for handling difficult behaviour
• Practical Application of the 4 strategies
• Understanding Human behaviour
• Being assertive without being aggressive
• Type of difficult behaviours
• Task and people focus behaviour and their implications
• 4 intention that influence behaviour 
• Analysis of personal encounter with difficult people
• Surviving through skillful communication – visual and vocal
• Principles of diffusing and the art of co-operative language
• Self evaluation listening and communication exercise
• The art of blending and redirecting difficult behaviour
• How to redirect difficult behaviour
• Blending strategies and finding common ground
• Written exercise on how to redirect followed by discussion
• Identify your own difficult behaviour
• Application on handling difficult people scenario at work

Programme Trainer

James Suresh is a trainer, PR consultant and author. The co-creator of Singapore’s comic icon ‘Mr. Kiasu’, He has co-written a series of comic books as well as authored books on his military experience. He develops comic strips for magazines and writes scripts for various media. His recent book entitled ‘On a Street in Singapore’ was featured in the Sunday Times’ best seller list and was awarded the Reader’s choice award 2011.

James started his career as an army officer and eventually moved into education and public relations. Following his 15 year stint in the army, he set up a publishing and design company with some friends. After five years in the publishing business, James left to pursue his interest in training and PR Consulting.

He is an associate trainer at the Management Development Institute of Singapore and the Institute of Public Relations Singapore. He conducts seminars and workshops on creative thinking, communication, motivation, anger and stress management in Singapore and the Asian region.

James is also a certified EQ trainer and enjoys working with corporations, charity organizations, schools, youth groups and helping individuals to achieve their personal potential.

Introduction

Work-Life Balance emphasises the importance of having balance in their work-life, identifying the imbalances and designing solutions to their current work and personal lives.

In this particular work-life balance course where strategies are the primary focus, the participants will be able to gain an advantage towards better managing their lives, gearing themselves towards better quality work and satisfied lifestyles.

This highly interactive course highlights the importance of work-life skills, their inter-relations and their impact for personal and organisationalgrowth and productivity.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Be aware and understand the importance and relations of work-life skills
  
• Design a useful working style for better balance at work and in life
• Enhance your emotional intelligence and adversity quotient
• Display the awareness of things around them and handling them tactfully
• Develop trust, respect and integrity amongst each other
• Create healthy relationships and lifestyles
• Receive a better understanding of how one can strive progressively and strategically for greater productivity and satisfaction
• Experience renewed zest into the value of work and life
• Attain renewing and refreshing growth for organisational benefits
• Gain insights into how you can make the difference between yourself and others
• Develop positive human relations and creating fulfilling work-life balance

Who Should Attend

Personnel, staff, leaders and anyone who wish to attain a better sense of work-life balance for greater living benefits

Programme Outline

• Understanding the Basis of Balance in Work and Life
  
• The Key Elements of Work-Life Balance and Practice
• Awareness of Personal Qualities and Attitudes towards Effective living
• Work-Life Balance Assessment
• The Importance of Enthusiasm and Positive Attitude
• Keys to Cultivating a Positive Work-Life Practice
• Techniques for Designing a Work-life Balance Plan
• The Importance of Relationships in a Balanced Life
• Understanding Your Working Styles and Collaborating with Others
• The Art of Effective Emotional Intelligence
• Dealing with Stress at Work and in Life
• Refining Your Strategy for Maximised Benefits of Living
• Ways to Practising Work-Life Practices with Colleagues and Families
• Creating an Empowered Self Through Work-life Balance

Methodologies

• Employ powerful and dynamic presentations techniques that will increase knowledge, enhance learning, heighten motivation and awareness
  - Include role-play sessions and other experiential activities to make learning more effective and real
  - Include interactive tools to “probe the comfort zone”
  - Include group discussions and feedback to maximise the participants’ learning abilities

Programme Trainer

Mr. Wekie Tay is an established regional Trainer, a sought-after Speaker, a published author as well as a Professional Excellence Consultant. He takes immense interest in the various aspects of human development and the dynamism of its interaction process. He also brings with him more than 21 years of experience in conducting numerous talks, training workshops and keynote speeches for hundreds of multi-national corporations, government agencies, organisations, and schools on a myriad of professional development and life skills. He has trained and spoken to hundreds of organisations and over 100,000 individuals in his seminars, workshops and coaching throughout Singapore, USA, Indonesia, Thailand, Brunei, Hong Kong, Macau, Vietnam and other regions.

He is a Bilingual Neuro-Linguistic Programming Trainer, Master Practitioner and Design Human Engineer. Wekie is also a Graduate and Practitioner in Mind Mastery and an American Management Association Certified Trainer. He is a Distinguished Toastmaster, Public Speaking Contests winner and has served as Division Governor in addition to receiving various awards. Wekie is also regularly featured and interviewed by the media such as The New Paper, LianHe ZaoBao, The Straits Times, LianHe WanBao, Radio 95.8FM and 97.2FM and is fluent in Mandarin.

Introduction

It is imperative that organisations focus on maintaining a competitive people edge. They need to manage performance, harness and grow talent by developing the skills and competencies of their employees to achieve exceptional standards of performance.

The ability to train and develop people in an organisation and to achieve its objectives is one of the essential skills of effective managers. One on one training or in groups must be relevant, have identifiable objectives, be well structured and have elements of evaluation for it to be truly effective and produce desired results.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Develop an understanding of a performance driven organisation, business and people development objectives
  
• Understand training needs
• Design and develop training programmes
• Focus on delivery skills, body language and voice projection
• Understand techniques about handling people being trained
• Learn how to deal with difficult situations or difficult participants
• Train and facilitate the target audience, manage questions and answer
• Evaluate and follow up to enhance training effectiveness

Who Should Attend

Trainers, Training Managers and Officers who need to design, develop and roll out training, analyse training needs within their organisations to make recommendations on possible outcomes. Participants who want to review their personal, functional and organisational readiness to respond to the changing needs of the business and to focus on developing talent.

Programme Outline

• Training in an Organisation Context - Clarifying Objectives
  - Approaches to Assess Training Needs
  - Instruments to Analyse Training Needs
  - Prioritising Training Needs
  - Sourcing Training Programmes
  - Developing Annual Training Plans
• The Training Process and Trainer Competencies
• The Importance of Planning and Timing
• Identify Aims and Objectives for Each Training Sessions
• Plan and Structure Training Content
• Understand and Assess how People Learn
• Planning, Preparation and Notes and Visual Aids
• Introductions and Setting the Scene with Ground Rules
• The Training Cycle
• Barriers to Learning
• The Learning Cycle
• Training Styles and Flexibility - Presentation and Communication Skills
• Delivery Skills Maximising Body Language and Communication
• Manage Group Discussions Effectively
• Handling Feedback - Importance of Constructive Feedback
• Evaluation and Follow-Up: Why Training Needs Assessment
• The Importance of Training Evaluation
• The Levels of Evaluation
• Methods of Training Evaluation
• Avoiding Pitfalls

Methodologies

Combination of lecture, with practical and hands on approach such as role play, case study, presentation, commentary on other companies/industries, and video.

Programme Trainer

Grace is a highly dynamic and enthusiastic trainer/facilitator and consultant. She has been in the training and development profession for over 30 years with more than 20 years’ experience in consulting, designing, developing and delivering training workshops.

She has delivered training workshops to over 7,500 participants and has received excellent ratings.

She has a passion for the training and development of people and is a firm believer in the enhancement of human capital and life-long learning. Her unique and effective style of communication and her flair in bringing complicated concepts across effectively have greatly helped executives & employees in this region in their work performance. Her last position was that of Training Manager of the Call Centre for the largest local bank. She was responsible for building the training and development plans for over 300 staff in the Centre.

Over the years, she has held responsibilities in areas of learning and development including managing the training function, consulting with organisations, designing, consulting, developing and facilitating training workshops in the areas of customer service, telephone communication, team building, personal effectiveness, business manners & social etiquette, western dining etiquette, train-the-trainers, DISC Personality Profiling, Multiple Intelligences Profiling. Her professional alignments are with the Institute of Technical Education where she trains the Train-the-Trainers Programme.

Introduction

The aim of this workshop is to enable organisations to better understand workplace diversity and how to manage it effectively to improve performance. This includes relationships, teamwork, productivity, market knowledge, community relationships, customer service and competitiveness. The workshop aims to address issues of cultural, racial and religious intolerance by promoting respect, fairness, inclusion and a sense of belonging for everyone.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Learn about workplace diversity in the workforce and the business case for managing workplace diversity
  
• Identify and consider for their enterprises the actual and potential impacts and benefits of workplace diversity
  
• Increase their understanding of culture and cross-cultural interactions
• Develop their cultural awareness and cross-cultural communication skills
• Conduct a diversity analysis of their business strategies and operations
• Develop an action plan for managing workplace diversity in their businesses

Who Should Attend

For business owners and managers, to support them in recognising and encouraging cultural diversity in their workplace. For anyone who wants to cultivate a workforce that is cohesive and emphasises teamwork.

Programme Outline

Introduction
- The Business Case for Managing Workplace Diversity
- Understanding Diversity Management
- Diversity Management: The Big Picture
- The Industry Environment: Cultural Diversity and Business Challenges
- The Business Case for Managing Cultural Diversity
- Stages of Diversity Management
- Developing Your Own Business Case for Managing Cultural Diversity

Methodologies

Through lectures, individual reflection and group discussion using worksheets and presentations on case studies.

Programme Trainer

Ivan Phua is a self-motivated, engaging and experienced trainer, he is able to conceptualize and present contents captivatingly and professionally. His easy-going and relational style helps build rapport with participants and draws out key learning concepts. Capable in research and planning, he develops programs and workshops that meets the needs across various industries.

Ivan is creative and dynamic and he inspires clients to improve their current and future fulfilment and performance by increasing their ability to accomplish through changing their attitudes and habits and developing their skills and knowledge. He brings the best out of them and is able to make things relevant yet fun, refreshing yet applicable and keeps his audience engaged. He propels his workshops with highly interactive fun and humor to schools, Institutes of Higher Learning and organizations.

Prior to becoming a Corporate Trainer, Ivan held various management roles including Sales & Marketing, Operations and Services in different industries. His passion in people development helped him forged close relationships with his clients and provided valuable solutions and support to their challenges and led them to improve their competence and awareness.

His area of specialization includes leadership and supervsiory, organizational effectiveness, performance management, teambuilding, conflict resolution and personal effectiveness. He is a Certified Behavioural and Career Consultant and a Certified Advance Behavioural Analyst and helps clients recognize problematic patterns of behaviour, sharpen communication skills, increase productivity and efficiency and become more successful in their personal and professional relationships.

Introduction

The aim of this course is to provide a more in-depth understanding of workplace talent identification and development as a body of knowledge in enabling effective talent management at the organizations. Participants will understand how the content is interconnected with workforce planning, talent management and succession planning, and will be equipped with the skills to view talent-based workforce planning as not simply an annual event but a continual, integrated and strategic process that is comprised of a series of activities taking place at various points throughout the year, and thus, effectively deal with practical aspects of managing talent, grow bench strengths, lower recruiting costs and plan for longer-term organisational health.

Key Takeaways

Upon completion of this workshop, participants will be able to;

• Apply a common language for talking and managing talent.
  
• Explain the concept of talent and talent management.
• Explain the focus of talent identification and talent classification within their organisations.
• Determine talent development and how it moves talent contribution beyond immediate performance and longer-term organisational performance.
• Use relevant research to anchor an integrated process of performance management, talent management and people development.
• Describe a framework that will support alignment and succession planning of the right people in the right roles at the time to achieve organisational success.
• Implement talent management tools and practices in their organisation.

Who Should Attend

This program is designed for human resource, talent management, and business leaders who are involved in talent management and succession planning and want to increase the productivity of their workforces.

Programme Outline

• Opening Case, Talent Management framework – Characteristics of the organisation
  
• Perspectives on "Why Talent Matters": Changing Trends & The Competition for Talent
• Activity: Identify Characteristics of Organisation
• Creating a Talent Management System
• Data points, including performance and potential
• Activity: Talent Calibration
• Activity: Defining Potential - Performance Matrix
• Activity: Talent Calibration
• Talent Development Strategies:
• Bench Strengths & Talent Classifications
• Succession Planning & Development Strategies
• Activity: Defining Talent Development Area

Methodologies

This program will be delivered via conceptual briefing using written and visual aids. To enhance learning effectiveness and transfer, experiential learning will be emphasised. Time will be allocated skills practices, group discussions and short exercises. The workshop leader will facilitate group discussions and feedback on the application of talent management concepts.

Programme Trainer

Jack Chua currently runs his own consulting firm, where he leads, facilitates and consults client organizations in workshops, boot-camps and organization development assignments such as assessment centre, team development (include diagnostic work and 1:1 coaching), executive coaching and strategy cascades/implementations. He has certifications or professional competence in numerous Human Resource and Organization Development related activities such as job analysis, work profiling, teamwork, coaching, cycle time reduction through cross-functional process mapping, career planning, MBTI® Step I and II, CPI 260, Conflict Dynamic Profiling, Voices 360- degree feedback, 360 by Design, Benchmarks, Workplace Big 5 Profiling, competency-based interviewing, performance management, HR audit, and HR planning process.

Jack began his career in the early 1980s and has accumulated experience in the manufacturing, chemical, banking, financial, fast-moving consumer goods, and construction industries. He has managerial experience in human resources development within a number of business sectors including performance management, competency development, leadership development, career planning, staff redeployment, change management, and job design.

During his career, Jack has held various positions with multi-national firms such as Reuters, Kepner Tregoe, Dow Corning, and Mars Inc, an FMCG multinational company where he led organization-wide developmental efforts across the Asia-Pacific. He had served as a member of a global team at Dow Corning that pursued high-level strategy discussions around the institutionalization of a Performance Management Architecture. He was also a member of a regional Change Transition Management Team in Dow Corning, where his HR expertise was leveraged to support the implementation of SAP, BPR, and change initiatives.

Jack holds a degree in management and an M.B.A. in Strategic and International Management. He is proficient in both English and Mandarin.