HIGH PERFORMANCE PEOPLE SKILLS: EXCELLENCE IN MOTIVATION Edgar A. Guest: You are the person who has to decide. Whether you'll do it or toss it aside; you are the person who makes up your mind. Whether you'll lead or will linger behind. Whether you'll try for the goal that's afar. Or just be contented to stay where you are. “The only reason why a cheetah rarely misses its prey is not because of its speed; it's because it only focuses on one. In life, we need to identify our goals, go for them and not get distracted." Author Unknown Motivational theories do not explain the complexity of motivation in life and in the workplace. Leadership, management and basic approaches to engaging the workforce only succeeded in placing a burden on leaders to accept responsibility for outcomes that they often feel helpless to influence, understand and change. The burden is not shared but blame is passed when organisations fall short of the expectations of stakeholders. This 2-day intervention changes that as we explore a holistic and balanced approach to engaging the workforce. It challenges with a new paradigm of creating shared accountability and responsibility and enhances the opportunity to succeed in organisational endeavours. It is based on on-going research, that explores new dimensions of motivation, it is challenging and is a world first. KEY LEARNING OBJECTIVES AND BENEFITS Ø Understand the different models of motivation Ø An appraisal of motivation: Case study on motivational models in the workplace Ø Creating a new paradigm of motivation by analysing and applying the dimensions of motivation o Intrapersonal Dimension: Understanding my motivation o Environmental Dimension: Understanding and tapping into the environment o Relational Dimension: Motivation to make relationships work o Organisational Dimension: High Performance Benchmarks § Climate § Leadership § Structures § Management § People Ø Building a holistic integrated model of motivation o To measure is to know o To understand is to do o To do is to achieve Ø Action plan: Create a how to implement and realize the organisational potential.
Additional Outcomes:
Ø The learner will take an action plan home that will allow immediate implementation and action WHO SHOULD ATTEND ¦Senior management ¦Middle management ¦Leaders ¦Any delegate seeking to reach their full potential ¦The model is applicable to all kinds of organisations, corporate, community based and any type of team environment COURSE SYNOPSIS: DAY 1
Ø Understand the different models of motivation Ø An appraisal of motivation: Case study on motivational models in the workplace Ø Creating a new paradigm of motivation by analysing and applying the dimensions of motivation o Intrapersonal Dimension: Understanding my motivation o Environmental Dimension: Understanding and tapping into the environment o Relational Dimension: Motivation to make relationships work Day 2 Ø Organisational Dimension: High Performance Benchmarks § Climate § Leadership § Structures § Management § People Ø Building a holistic integrated model of motivation o To measure is to know o To understand is to do o To do is to achieve o Action plan: Create a how to implement and realize the organisational potential. High Performance People Skills: Motivation in the Workplace on October 28, 2010 by nalabus
How to win Government tenders
28 October 2010, 09:28 AM
HOW TO PREPARE WINNING TENDER BIDS FOR GOVERNMENT CONTRACTS
Winning a tender bid from government requires a professionalism and challenge that few companies master. Government continues to spend even in times of recession, and is one of the largest spenders in any economy. Frowning on competing for government tenders could be an expensive mistake. Yet, many companies turn away from the opportunities that government offers to businesses large and small. This 2-day intervention teaches participants the mindset of departments, their criteria, relevant legislative issues and how to respond to a bid so that you will be considered for the bid. You will learn about legislation, how to ensure you compete and being part of entrepreneurial growth in South Africa.
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Understand the PFMA regulations pertaining to tenders. ¢ Analyse a tender invitation ¢ Understand the glossary ¢ Apply the tendering principles ¢ Understand BEE, and other empowerment requirements ¢ How to manage your BEE scorecard ¢ Create a methodology for tender invitations ¢ Understand adjudication processes ¢ Planning to close a winning bid ¢ Understanding your legal rights as a tenderer ¢ Practical case study session on court cases, government practise notes and a "How to complete the tender."
Additional Outcomes: ¢ The learner will home a check list for successful bidding ready to implement immediately ¢ You receive 3 months after care from you tender expert. WHO SHOULD ATTEND
¢ Understand the PFMA regulations pertaining to tenders. ¢ Analyse a tender invitation ¢ Understand the glossary ¢ Apply the tendering principles ¢ Understand BEE, and other empowerment requirements ¢ How to manage your BEE scorecard ¢ Create a methodology for tender invitations ¢ Understand adjudication processes
DAY 2
¢ Planning to close a winning bid ¢ Understanding your legal rights as a tenderer ¢ Practical case study session on court cases, government practise notes and a "How to complete the tender."
CLOSURE
You can be successful in winning tenders from government. The program has a proven track record and the presenter is skilled in government processes. He has successfully project managed and won tenders of RM500, RM 50 and has for the last 13 years worked on at least one government project per year. Can you afford not to be a part of this event?
ENAHANCING THE SKILLS OF THE SKILLS DEVELOPMENT FACILITATOR
27 August 2010, 12:37 PM
THE SDF AS TRAINING AND DEVELOPMENT COORDINATOR
The will to win, the desire to succeed, the urge to reach your full potential ... these are the keys that will unlock the door to personal excellence Eddie Robinson
The purpose of this 3-day training intervention is to enhance the skills of the SDF as Training and Development Coordinator. This program is needs driven and based on client specifications and is not aligned to the following US (not accredited)
Unit Standard(s):
Ø 114924 - Demonstrate understanding of the outcomes-based education and training approach within the context of a National Qualifications Framework
Ø 15218 - Conduct an analysis to determine outcomes of learning for skills development and other purposes
Ø 15217 - Develop an organisational training and development plan
Ø 15232 - Coordinate planned skills development interventions in an organisation
Ø 15228 - Advise on the establishment and implementation of a quality management system for skills development practices in an organisation
Ø 15227 - Conduct skills development administration in an organisation
NQF Level: 5
35 Credits
KEY LEARNING OBJECTIVES AND BENEFITS
Ø Understand the legislative environment
o LRA and BCEA
o SDA
o Skills Levy Act
o How to deal with SETA's
o Validating and sourcing training providers
Ø Understand the Workplace Skills Plan
o How to develop a SWP from strategic plan
o How to manage inputs from organisational needs, performance management, strategic objectives and Personal development plans
o Managing the plan
o Annual Training report
Ø Enhancing the role of the SDF
o Demonstrate understanding of the outcomes-based education and training approach within the context of a National Qualifications Framework
o Develop an organisational training and development plan
o Conduct an analysis to determine outcomes of learning for skills development and other purposes
o Coordinate planned skills development interventions in an organisation
o Advise on the establishment and implementation of a quality management system for skills development practices in an organisation
o Conduct skills development administration in an organisation
o Setting up Learnerships
o Managing the training committee
o Understand the Training and Development field
o Apply best practices
Ø Basic Facilitation Skills
o How to manage a committee
o How to facilitate workshops
o Facilitating and Managing feedback
o Evaluating training
Ø Practical Session
o Participate in practical work sessions to develop a framework for the organisation
BENEFITS
Ø Competent SDF's
Ø Reduced grievances
Ø Clearly identifiable training needs and career paths
Ø Improved opportunities to claim skills grants
Ø Effective implementation and coordination of learnerships
WHO SHOULD ATTEND
Line Managers HR Managers Training Managers Skills Development Facilitators
COURSE SYNOPSIS: POLICY DEVELOPMENT
DAY 1
Ø Understand the legislative environment
o LRA and BCEA
o SDA
o Skills Levy Act
o How to deal with SETA's
o Validating and sourcing training providers
Ø Understand the Workplace Skills Plan
o How to develop a SWP from strategic plan
o How to manage inputs from organisational needs, performance management, strategic objectives and Personal development plans
o Managing the plan
o Annual Training report
Day 2
Ø Enhancing the role of the SDF
o Demonstrate understanding of the outcomes-based education and training approach within the context of a National Qualifications Framework
o Develop an organisational training and development plan
o Conduct an analysis to determine outcomes of learning for skills development and other purposes
o Coordinate planned skills development interventions in an organisation
o Advise on the establishment and implementation of a quality management system for skills development practices in an organisation
o Conduct skills development administration in an organisation
o Setting up Learnerships
o Managing the training committee
o Understand the Training and Development field
o Apply best practices
Ø Basic Facilitation Skills
o How to manage a committee
o How to facilitate workshops
o Facilitating and Managing feedback
o Evaluating training
Day 3
Ø Practical Session
o Participate in practical work sessions to develop a framework for the organisation
OVERVIEW OF SUPPLY CHAIN MANAGEMENT
28 July 2010, 02:23 PM
SUPPLY CHAIN MANAGEMENT: AN OVERVIEW
"Government is intent on modernising the management of the public sector, to make it more people-friendly and sensitive to meeting the needs of the communities it serves.
The introduction of an integrated SCM function will address the inefficiencies in government's current method of procurement, contract management, inventory/asset control and obsolescence planning." The purpose of this program is to provide an overview of supply chain management to officials that will be expected to play a role in the delivery and support of procurement practices in all government related institutions.
KEY LEARNING OBJECTIVES AND BENEFITS
MODULE 1: AN INTRODUCTION TO SCM ¢ Background to SCM ¢ Improving accountability ¢ Supply chain management: The new policy ¢ Supply chain management model ¢ The appointment of consultants ¢ Preferential procurement ¢ Promoting uniformity in SCM practices ¢ The policy context: Related initiatives MODULE 2: IMPLEMENTATION STRATEGY ¢ Introduction to implementation ¢ Role of National Treasury ¢ Role of Tender Boards ¢ Role of Provincial Treasuries ¢ Other Institutions ¢ How to support for implementation ¢ Training for implementation ¢ Monitoring and guidance of implementation ¢ Medium-term policy issues ¢ Reviewing the PPPFA and associated Regulations ¢ Introducing targets based on charters ¢ Fraud and corruption MODULE 3: DEMAND MANAGEMENT ¢ Demand considerations ¢ Flowchart of the demand management process ¢ Preferential procurement strategy ¢ Specification of goods/works or services MODULE 4: ACQUISITION MANAGEMENT ¢ Treasury support ¢ Delegations ¢ Assessment of the market ¢ Sourcing strategy ¢ Establishment of a database of suppliers when obtaining quotations ¢ Acquisitioning process ¢ Urgent and emergency cases ¢ Accommodation and conferences ¢ Negotiations with a supplier ¢ Limited bidding ¢ Two-stage bidding ¢ Compiling bid documents ¢ Inviting bids ¢ Receiving responses ¢ Evaluating responses ¢ Clearing successful bidder and awarding contract ¢ Flowcharts : Processes for acquisitioning management MODULE 5: APPOINTMENT OF CONSULTANTS ¢ Applicability of procedures ¢ Appointment in terms of the Public Service Act, 1994 (Act No 103 of 1994) ¢ General approach and conflict of interest ¢ Associations between consultants ¢ Promoting government's preferential policies ¢ Training or transfer of knowledge and skills ¢ Steps to follow when selecting consultants ¢ The four stages of selection ¢ Identify the approach ¢ Invite bids/proposals, using QCBS and Request for bids or Request for proposals ¢ Receipt of proposals and Evaluation of bids/proposals ¢ Calculation and Comparison of BIDS ¢ Other methods of selection 71 ¢ Establishment of a list of approved service providers ¢ Evaluation of the performance of consultants ¢ Types of contracts and Important provisions ¢ Advertising of expected and outstanding procurement ¢ Information to consultants (ITC) MODULE 6: LOGISTICS MANAGEMENT ¢ Stock levels and Placing of orders ¢ Procurement ¢ Vendor performance ¢ Stores/warehouse management, Issuing/distribution of items and Stocktaking ¢ Transport management ¢ Accounts payable ¢ Losses/surpluses MODULE 7: DISPOSAL MANAGEMENT ¢ Assets accruing to the state by operation of any law MODULE 8 : SUPPLY CHAIN PERFORMANCE ¢ Annexure A : General Conditions of Contract 92 WHO SHOULD ATTEND
" DG's, Heads of Departments and CFO's " SCM Staff " Financial Staff " Members of BID Committees " Line Managers
COURSE SYNOPSIS: POLICY DEVELOPMENT
DAY 1
MODULE 1: AN INTRODUCTION TO SCM ¢ Background to SCM ¢ Improving accountability ¢ Supply chain management: The new policy ¢ Supply chain management model ¢ The appointment of consultants ¢ Preferential procurement ¢ Promoting uniformity in SCM practices ¢ The policy context: Related initiatives MODULE 2: IMPLEMENTATION STRATEGY ¢ Introduction to implementation ¢ Role of National Treasury ¢ Role of Tender Boards ¢ Role of Provincial Treasuries ¢ Other Institutions ¢ How to support for implementation ¢ Training for implementation ¢ Monitoring and guidance of implementation ¢ Medium-term policy issues ¢ Reviewing the PPPFA and associated Regulations ¢ Introducing targets based on charters ¢ Fraud and corruption MODULE 3: DEMAND MANAGEMENT ¢ Demand considerations ¢ Flowchart of the demand management process ¢ Preferential procurement strategy ¢ Specification of goods/works or services
Day 2
MODULE 4: ACQUISITION MANAGEMENT ¢ Treasury support ¢ Delegations ¢ Assessment of the market ¢ Sourcing strategy ¢ Establishment of a database of suppliers when obtaining quotations ¢ Acquisitioning process ¢ Urgent and emergency cases ¢ Accommodation and conferences ¢ Negotiations with a supplier ¢ Limited bidding ¢ Two-stage bidding ¢ Compiling bid documents ¢ Inviting bids ¢ Receiving responses ¢ Evaluating responses ¢ Clearing successful bidder and awarding contract ¢ Flowcharts : Processes for acquisitioning management MODULE 5: APPOINTMENT OF CONSULTANTS ¢ Applicability of procedures ¢ Appointment in terms of the Public Service Act, 1994 (Act No 103 of 1994) ¢ General approach and conflict of interest ¢ Associations between consultants ¢ Promoting government's preferential policies ¢ Training or transfer of knowledge and skills ¢ Steps to follow when selecting consultants ¢ The four stages of selection ¢ Identify the approach ¢ Invite bids/proposals, using QCBS and Request for bids or Request for proposals ¢ Receipt of proposals and Evaluation of bids/proposals ¢ Calculation and Comparison of BIDS ¢ Other methods of selection 71 ¢ Establishment of a list of approved service providers ¢ Evaluation of the performance of consultants ¢ Types of contracts and Important provisions ¢ Advertising of expected and outstanding procurement ¢ Information to consultants (ITC) MODULE 6: LOGISTICS MANAGEMENT ¢ Stock levels and Placing of orders ¢ Procurement ¢ Vendor performance ¢ Stores/warehouse management, Issuing/distribution of items and Stocktaking ¢ Transport management ¢ Accounts payable ¢ Losses/surpluses MODULE 7: DISPOSAL MANAGEMENT ¢ Assets accruing to the state by operation of any law MODULE 8 : SUPPLY CHAIN PERFORMANCE ¢ Annexure A : General Conditions of Contract 92
Outcomes Based Performance Management
23 June 2010, 06:36 PM
PERFORMANCE MANAGEMENT: OUTCOMES BASED SYSTEM
It is an immutable law in business that words are words, explanations are explanations, promises are promises-but only performance is reality. Harold S. Geneen 1910-1997, Communications executive described by R.J. Schoenberg as an executive who pursued growth and increased earnings "with no larger vision whatever" This program provides effective training to managers and supervisors in evaluating employee performance. It is a 3-day program that is aligned to Unit Standards, but is not accredited by the provider. Competency-based Performance Management includes techniques for: o setting performance objectives o determining the competency expectations o fairly evaluating employees o giving constructive feedback, and o Continuously communicating and dealing with difficult evaluations. o Managing Individual and Team Performance: NQF level 4, Credit: 8, ID Number: 11 473 o Monitor Team Members and Measure Performance: NQF level 4: Credit:5, ID Number 15 230 o Plan Strategically to Improve Performance: NQF level 4, Credit 4, ID Number 114 584
KEY LEARNING OBJECTIVES AND BENEFITS
¢ What is Performance Management? ¢ The State of the Art in Performance Management ¢ Performance Management Defined ¢ Sources of Feedback ¢ Timing of the Performance Management Cycle ¢ Goals of the System ¢ Trends In Performance Management ¢ Key Points of Research ¢ Common Problems with Performance Management Systems ¢ Relevant Parameters of a Performance Appraisal System ¢ Potential Constraints on Performance ¢ Performance Objectives and Standards - Defined ¢ Performance Planning - What is appraised? ¢ Preparing Performance Objectives and Standards ¢ Identifying Behavioural Expectations ¢ Two Way Communication ¢ Adjusting the Plans ¢ The Importance of Continuous Review and Feedback ¢ Coaching for Performance and Influencing Behaviour ¢ Giving and Receiving Feedback ¢ Giving and Receiving Performance Feedback - Practice ¢ Dealing With Performance Issues ¢ Evaluating Performance and Competency ¢ Performance Results ¢ Preparing for the Interview ¢ Performance Review Meetings - Communication ¢ Performance Review Meetings - Effective Listening ¢ Identifying Developmental Needs ¢ Roles of the Supervisor and Employee ¢ Preparing the Performance Review Form ¢ Conducting the Final Performance ¢ Review Interview WHO SHOULD ATTEND
" Managers " HR staff involved in Performance Management
COURSE SYNOPSIS: POLICY DEVELOPMENT
DAY 1 ¢ Introduction o What is Performance Management? ¢ Basic Elements of a Performance Management System o The State of the Art in Performance Management o Performance Management Defined o What Performance Management Can Include o Sources of Feedback o Timing of the Performance Management Cycle o Goals of the System o Trends In Performance Management Day 2
¢ Review of Research on Performance Appraisal o Key Points of Research o Common Problems with Performance Management Systems o Relevant Parameters of a Performance Appraisal System o Potential Constraints on Performance ¢ Performance Planning o Performance Objectives and Standards - Defined o Performance Planning - What is appraised? o Preparing Performance Objectives and Standards o Identifying Behavioural Expectations o Two Way Communication o Adjusting the Plans Day 3
¢ Progress Review and Coaching o The Importance of Continuous Review and Feedback o Coaching for Performance and Influencing Behaviour o Giving and Receiving Feedback o Giving and Receiving Performance Feedback - Practice o Dealing With Performance Issues ¢ The Final Performance Review Interview o Evaluating Performance and Competency o Performance Results o Preparing for the Interview o Performance Review Meetings - Communication o Performance Review Meetings - Effective Listening ¢ Developmental Planning o Identifying Developmental Needs o Roles of the Supervisor and Employee o Preparing the Performance Review Form o Conducting the Final Performance Review Interview Conclusion
If an additional day is added to the training, competencies can be derived from job descriptions and competency gaps can be determined. Training and development needs can then be determined and aligned to specific Unit Standards as an input to the workplace skills plan. The rest of the competencies on the job description will also be aligned to Unit Standards and as such competencies are aligned to an international standard for measurement. If the additional day is not taken, the training is based on the assumption that competencies have been defined and is available.
Business Writing Skills Programs
04 June 2010, 08:24 AM
These programs can be customised to meet specific needs
SKILLS PROGRAM: BUSINESS WRITING This is a skills program aligned and accredited as part of the generic Level 4 Learnership on Generic Management and is provisionally accredited. The purpose is to equip learners with business writing competencies required of middle managers. The program can be customised to the need of a client that requires Business Writing skills by selecting specific Unit Standards. This is a 4-day skills program if the full competency is sought, but it can be presented modularly and will include a summative assessment that will lead to formal recognition and certification.
COURSE SYNPOSIS:
8970: Write texts for a range of communicative contexts. Level 3-5 Credits 12153: Use the writing process to compose texts required in the business environment. Level 4-3 Credits 8976: Write for a wide range of contexts. Level 4-5 Credits 8969: Interpret and use information from texts. Level 3-5 Credits
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Write for a specified audience and purpose ¢ Use language structures and features to produce coherent and cohesive texts for a wide range of contexts ¢ Draft own writing and edit to improve clarity and correctness ¢ Using textual features and conventions specific to texts ¢ Identifying the intended audience for the communication ¢ Identifying the purpose of a text ¢ Selecting the appropriate text type, format and layout for the purpose ¢ Organising and structuring a technical text appropriately ¢ Using appropriate grammar conventions ¢ Drafting and editing a technical text ¢ Recognising errors and checking for accuracy ¢ Presenting the same information in different ways ¢ Using plain language in business ¢ Write effectively and creatively on a range of topics ¢ Choose language structures and features to suit communicative purposes ¢ Edit writing for fluency and unity. ¢ Use a range of reading and viewing strategies to understand the literal meaning of specific texts ¢ Use strategies for extracting implicit messages in texts ¢ Respond to selected texts in a manner appropriate to the context ¢ Explore and explain how language structures and features may influence a reader. ADDITIONAL LEARNING OUTCOMES
These outcomes will be incorporated depending on client needs.
Outcomes for Basic skills. These outcomes can be presented as a 2 day training program that is not accredited.
" Understand the FOG index " Apply the seven C's of good writing " Apply proper punctuation " Develop a writing style " Construct proper sentences " Understand how to grab attention " Use spelling and grammar checks " Deal with writers block " Plan your writing " Understand and apply free writing " How to create agendas and minutes " How to write good reports " How to use electronic mail " Creating letters and memoranda
Outcomes for Advanced skills. These outcomes can be presented as a 2 day training program that is not accredited.
" Apply the seven C's of good letter writing " Apply the seven C's of Good Communication " Overcome writers block " Plan to meet the audience's needs " Adopt an effective writing style " Composing rough drafts " Enhance the presentation " Eliminate common mistakes " Plan, and complete your writing " Use e-mail effectively " How to deal with language barriers
The Program can also be customised for Report Writing. These outcomes can be presented as a 2 day training program that is not accredited.
" Develop a writing style " Construct proper sentences " Understand how to grab attention " Use spelling and grammar checks " Deal with writers block " How to write good reports " Apply the seven C's of Good Communication " Plan to meet the audience's needs " Adopt an effective writing style " Composing rough drafts " Enhance the presentation
WHO SHOULD ATTEND
" Primarily middle management and senior management but if learners meet the entry level requirements they will be accepted. " The non accredited programs are accessible for all.
FLOW OF TRAINING
DAY 1
¢ Write for a specified audience and purpose ¢ Use language structures and features to produce coherent and cohesive texts for a wide range of contexts ¢ Draft own writing and edit to improve clarity and correctness ¢ Using textual features and conventions specific to texts ¢ Identifying the intended audience for the communication
Day 2
¢ Identifying the purpose of a text ¢ Selecting the appropriate text type, format and layout for the purpose ¢ Organising and structuring a technical text appropriately ¢ Using appropriate grammar conventions ¢ Drafting and editing a technical text
Day 3
¢ Presenting the same information in different ways ¢ Using plain language in business ¢ Write effectively and creatively on a range of topics ¢ Choose language structures and features to suit communicative purposes ¢ Edit writing for fluency and unity.
Day 4
¢ Use a range of reading and viewing strategies to understand the literal meaning of specific texts ¢ Use strategies for extracting implicit messages in texts ¢ Respond to selected texts in a manner appropriate to the context ¢ Explore and explain how language structures and features may influence a reader.
Service Excellence: Building Strategic Relationships Through Service Excellence
25 May 2010, 02:40 PM
SERVICE EXCELLENCE
Dennis Snow says:" While an organization's culture is made up of many elements, my focus is helping organizations define the service component of their culture. And the process for doing so is quite simple, consisting of two questions:
What we want our customers to say about their experience with us? What employee behaviours would lead them to say those things?"
The purpose of this 2-day training program is to empower staff to build competencies for service excellence. Service excellence is about building the type of relationships that will create long term business relationships.
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Customer Loyalty o Why customers leave us o Three factors that contribute to customer loyalty
¢ Service Commitments o Importance of first impressions o Three commitments that are basic to Service Excellence
¢ Teamwork o Benefits of teamwork to: o You o Your team members o Your customers o Building customer loyalty through team effort
¢ Communication o Elements of communication o Listening to determine the customer's needs and expectations
¢ Connections o "Moments of Truth" in a customer connection o Maximizing "Moments of Truth" with each customer
¢ Challenges o Three types of difficult customers o 5-step communication process in pressure situations o Effective ways of dealing with customer concerns
¢ Delight Them o Loyalty building o Going the extra mile
ADDITIONAL OUTCOMES
¢ Recognise what 'customer service excellence' really means - to you and your customers ¢ Understand the logic behind spending more on valuable customers, rather than "one-size-fits-all" marketing ¢ Understand and shape the role of each employee in the customer value chain ¢ Identify 'best practice' in managing different customer situations, including complaints ¢ Motivate and maintain morale in front-line customer service staff and teams ¢ Integrate all aspects of your organisation to manage and exceed customer expectations ¢ Develop, motivate and inspire customer-value staff to deliver high quality consistently ¢ Measure and assess how well customer service standards and objectives are being achieved ¢ Overcome internal communication barriers ¢ Form stronger relationships with individual customers through interactive Customer Centric (CC) processes and standards
WHO SHOULD ATTEND
" Client Contact Staff " Client Service Managers " Team leaders and supervisors " Managers " Front Office Staff
COURSE SYNOPSIS
DAY 1
Customer Loyalty Why customers leave us Three factors that contribute to customer loyalty
Service Commitments Importance of first impressions Three commitments that are basic to Service Excellence
Teamwork Benefits of teamwork to: You Your team members Your customers Building customer loyalty through team effort
Communication Elements of communication Listening to determine the customer's needs and expectations
Day 2
Connections "Moments of Truth" in a customer connection Maximizing "Moments of Truth" with each customer
Challenges Three types of difficult customers 5-step communication process in pressure situations Effective ways of dealing with customer concerns
Delight Them Loyalty building Going the extra mile
Workshop on Additional Outcomes and prepare own service excellence plan
¢ Recognise what 'customer service excellence' really means - to you and your customers ¢ Understand the logic behind spending more on valuable customers, rather than "one-size-fits-all" marketing ¢ Understand and shape the role of each employee in the customer value chain ¢ Identify 'best practice' in managing different customer situations, including complaints ¢ Motivate and maintain morale in front-line customer service staff and teams ¢ Integrate all aspects of your organisation to manage and exceed customer expectations ¢ Develop, motivate and inspire customer-value staff to deliver high quality consistently ¢ Measure and assess how well customer service standards and objectives are being achieved ¢ Overcome internal communication barriers ¢ Form stronger relationships with individual customers through interactive Customer Centric (CC) processes and standards
Project Management Training
25 May 2010, 01:41 PM
PROJECT MANAGEMENT TRAINING
Trying to manage a project without project management is like trying to play a football game without a game plan. K. Tate (Past Board Member, PMI)
Running a project without a WBS is like going to a strange land without a roadmap. J. Phillips
This 3-day training program will orientate senior managers and other participants in the methodology of project management. The basic concepts are explained, project structures, project time management and will allow effective participation in Project Teams or empower senior management to effectively interact with Project Teams. Basic project costing is also explained to learners who attend this training that may be involved in project management teams or involved in building small project management teams. These projects may be technical projects, business projects or developmental projects and will cut across a range of economic sectors. The training will also add value to learners who are running their own business and recognize that project management forms an integral component of any business.
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Apply the learning outcomes of the following 2 US: ¢ US 120372 Explain fundamentals of project management ¢ Explaining the nature of a project. ¢ Explaining the nature and application of project management. ¢ Explaining the types of structures that are found in a project environment. ¢ Explaining the application of organisation structures in a project environment. ¢ Explaining the major processes and activities required to manage a project. ¢ US 120379 Work as a project team member ¢ Demonstrating an understanding of the criteria for working as a member of a team. ¢ Collaborating with other team members to improve performance. ¢ Participating in building relations between team members and other stakeholders. ¢ Respecting personal, ethical, religious and cultural differences to enhance interaction between team members. ¢ Using a variety of strategies to deal with potential or actual conflict between team members. ¢ Discussing and explaining the appropriateness of the various organizational structures ¢ Supervising and monitoring a developmental project team ¢ Reporting progress on a developmental project ¢ Identifying and rectifying problems occurring in a developmental project ¢ Setting up, running and closing a developmental project ¢ Project Budgets ¢ Orientation on Computer Software ¢ How to manage project teams ¢ How to empower and motivate project teams. ¢ How to align project teams and organisational outcomes ¢ How to set goals, monitor and control outcomes ¢ Managing Project Life Cycles ¢ How to write a detailed project plan ¢ How to use recognized project planning tools, e.g. MS Projects ¢ The ability to participate in a project team with clear roles for self and team members
WHO SHOULD ATTEND
¢ New Project Managers ¢ Potential Project Management team members ¢ Senior Managers who oversees projects ¢ Project Owners
COURSE SYNOPSIS: POLICY DEVELOPMENT
DAY 1
¢ US 120372 Explain fundamentals of project management ¢ Explaining the nature of a project. ¢ Explaining the nature and application of project management. ¢ Explaining the types of structures that are found in a project environment. ¢ Explaining the application of organisation structures in a project environment. ¢ Explaining the major processes and activities required to manage a project. ¢ US 120379 Work as a project team member ¢ Demonstrating an understanding of the criteria for working as a member of a team. ¢ Collaborating with other team members to improve performance. ¢ Participating in building relations between team members and other stakeholders. ¢ Respecting personal, ethical, religious and cultural differences to enhance interaction between team members. ¢ Using a variety of strategies to deal with potential or actual conflict between team members.
Day 2
¢ Discussing and explaining the appropriateness of the various organizational structures ¢ Supervising and monitoring a developmental project team ¢ Reporting progress on a developmental project ¢ Identifying and rectifying problems occurring in a developmental project ¢ Setting up, running and closing a developmental project ¢ Project Budgets ¢ How to manage project teams ¢ How to empower and motivate project teams. ¢ How to align project teams and organisational outcomes ¢ How to set goals, monitor and control outcomes ¢ Managing Project Life Cycles ¢ How to write a detailed project plan ¢ How to use recognized project planning tools, e.g. MS Projects ¢ The ability to participate in a project team with clear roles for self and team members Day 3
¢ Managing Project Life Cycles ¢ How to write a detailed project plan ¢ How to use recognized project planning tools, e.g. MS Projects ¢ The ability to participate in a project team with clear roles for self and team members
Conflict Management and Resolution
17 May 2010, 03:22 PM
INTRODUCTION This program is aimed at learners in primarily management positions that have to deal with conflict between staff or conflict from client contact situations. The program is aligned to the following US (It is attached for easy reference): ¢ 114226 Interpret and manage conflicts in the workplace Level 5, 8 credits ¢ 117845 Restore and build relationships in dealing with conflicts Level 5, 8 credits. WHO SHOULD ATTEND? This program is for all employees working in an organisation where conflict may occur or where stressful client relations may be encountered. It is however, primarily aimed at managers, and team leaders who will have to intervene and rectify or adjudicate in conflict situations. The US prescribe minimum entry levels that should be adhered to for accreditation purposes. DURATION: 5 days including simulation role plays, and case studies and observation based assessments on day 4 and 5. Learners completing the full 5 days will receive d certificates of competence on successful completion of PoE. LEARNING OUTCOMES The primary learning outcomes are: ¢ Describing the main sources of conflict ¢ Describing appropriate techniques to manage conflict ¢ Implementing a strategy to resolve conflict ¢ Developing the attributes of a good conflict manager ¢ promote an understanding and appreciation of diversity, ¢ promote trust and co-operation amongst parties in conflict, ¢ encourage prejudice reduction and attitudinal change, and ¢ encourage parties to adopt mutual understanding, respect and tolerance Additional Learning Outcomes: ¢ Manage potential conflict in a diverse organisation by examining the influence of cultural diversity ¢ Determine the appropriate use of a variety of interactive skills essential for the resolution of conflict ¢ Participate in a "comprehensive listening" exercise to assess your ability to listen actively - a crucial factor for resolving conflict ¢ Learn how to use the Iceberg model for effective conflict resolution ¢ Uncover the underlying issues and causes of conflict by using your investigative, analytical and probing skills ¢ Master negotiation and communication skills to enable you to turn a negative conflict situation around After attending the training programme, the learners should be able to: ¢ Create a win-win situation for both you and your employees by listening with an open mind and remaining objective ¢ Stay rational and depersonalise the situation for effective resolution of conflict ¢ Use consensus building to keep employees motivated ¢ Manage potential conflict in a diverse workforce by understanding the role of cultural diversity ¢ Resolve the actual root cause and implement strategies to prevent re-occurrences ¢ Apply the 12 skills of Conflict Resolution and Management
FLOW OF TRAINING Conflict Resolution in the Workplace " Methods dealing with conflict " Identify conflict resolution method of choice " Self management and conflict resolution " Negotiation techniques " Diversity sensitivity
You are no doubt aware of the detrimental effect that conflict has on the morale and productivity of your staff members but do you have the skills to successfully manage and resolve conflict? The negative effects that conflict can have on your organisation cannot be overemphasised. You have seen these negative effects for yourself. At first, the morale in the company decreases and next, staff productivity suffers as a result of this. Staff becomes more demotivated with time and the entire process turns into a vicious cycle. You are now faced with the need to do something drastic about this and yet you may not have clear procedures to follow let alone what your first step should be.
As a manager, you are responsible for resolving disputes between staff members. This focused training course has been designed to give you the skills you need to be able to do this. You cannot afford to let conflict between staff members ruin their motivation levels as this could in turn have a detrimental effect on the productivity and profitability of your business. Apply the following: " Use investigative, analytical and probing skills to allow you to uncover the underlying issues and causes of conflict " Sharpen your negotiation skills to allow you to turn a negative conflict situation around " Boost company morale through the improvement of your communication techniques that enable you to effectively deal with individual and team conflict " Learn how to become a good listener through listening with an open mind and remaining objective which will allow you to create a win-win situation for both you and your employees " Exercise self-control in terms of remaining rational and depersonalising the situation to effectively resolve problems " Find common ground for both parties through consensus building to keep employees motivated " Understand the role that cultural diversity plays to manage potential conflict in a diverse workforce " Prevent conflict from re-occurring by resolving the actual root cause and devising strategies for proactive conflict detection
Are you sure that you have the necessary skills to effectively resolve conflict before it starts having a negative effect on your staff members and ultimately, the profitability of your business? Your business can only succeed when your employees are motivated and productive. To ensure maximum productivity you have to ensure that your staff members work together harmoniously. Conflict in the workplace has an adverse effect on the business. Learn how to apply practical skills to effectively resolve and manage conflict
You will have the opportunity to identify and understand the causes of conflict which will not only enable you to resolve conflict but also enable you to initiate conflict detection strategies as a preventative measure. You will also learn how you can positively use your probing, negotiation, communication and listening skills to diffuse conflict in your organisation. Gain valuable insight into how you can use your interpersonal skills in the correct way to resolve conflict! PRACTICAL SESSION Identify your style for handling conflict by participating in a self-assessment exercise and gain insight from pinpointed feedback 1. IMPROVING YOUR COMMUNICATION SKILLS FOR EFFECTIVE INDIVIDUAL AND TEAM CONFLICT RESOLUTION 1.1Learning how to become an effective communicator who is able to precisely convey what one means while keeping employees motivated at the same time 1.2 Communicating in an empathic manner and demonstrating a consideration for all viewpoints 1.3 Eliminating any misunderstandings by learning how to communicate in a clear, specific and sincere way 2. USING YOUR INVESTIGATIVE AND PROBING SKILLS TO GET TO THE BOTTOM OF THE MATTER 2.1 Exercising your investigative, analytical and probing skills and learning how to find the answers you need 2.2 Tracing the real problem issues by using strategic questioning techniques 2.3 Gaining a deeper understanding of the actual problem by learning how to interpret body language 3. TURNING A NEGATIVE CONFLICT SITUATION AROUND BY ENHANCING YOUR NEGOTIATION SKILLS 3.1 Devising creative solutions that satisfy all the key players by being assertive and empathic at the same time 3.2 Effectively persuading employees to seek an understanding of each others' points of view and the benefits thereof 3.3 Remaining impartial and being diplomatic by giving each party a hearing and talking honestly about the issues 3.4 Exposing the underlying issues by convincing people of the sincerity of your motives and encouraging them to be explicit about their concerns
4. LEARNING HOW TO BECOME AN ACTIVE LISTENER THROUGH THE USE OF COMPREHENSIVE LISTENING SKILLS 4.1 Using your active listening skills to enable you to see another person's point of view 4.2 Remaining unbiased and preventing preconceived notions from clouding your perceptions 4.3 Understanding and taking all sides of the story into account 5. EXERCISING SELF-CONTROL IN TERMS OF REMAINING RATIONAL AND DEPERSONALISING THE SITUATION 5.1 Understanding how to remain objective and focused on the issue at hand 5.2 Preventing the situation from becoming emotional by manifesting assertive rather than aggressive behaviour 5.3 Learning how to keep your emotions at bay and not take things personally 5.4 Calming employees and using pacifying skills to prevent the parties from ending up in defense/ attack spirals 6. USING CONSENSUS BUILDING TO ENABLE BOTH PARTIES TO FIND COMMON GROUND 6.1 Achieving clear outcomes and solutions that take into account your perceptions and motives for wanting to resolve the conflict 6.2 Finding compromises and synergies that consider all stakeholders' perspectives 6.3 Finding solutions that focus on both your organisation's needs and your employees' needs 7. MANAGING POTENTIAL CONFLICT IN A DIVERSE WORKFORCE BY UNDERSTANDING THE ROLE THAT CULTURAL DIVERSITY PLAYS 7.1 Preventing possible conflict due to differences in cultural backgrounds by changing existing perceptions and showing staff how diversity can enhance your business 7.2 Learning how to be sensitive to differences in culture 7.3 Demonstrating how one's background allows one to view things differently 8. RESOLVING THE ACTUAL ROOT CAUSE AND INITIATING PROACTIVE CONFLICT DETECTION STRATEGIES 8.1 Creating conflict prevention strategies that take into account the root causes and underlying issues 8.2 Identifying the core causes and then treating the causes and not the symptoms 8.3 Identifying the common elements from past experiences 8.4 Eliminating long-standing problems through the use of counseling 8.5 Increasing the levels of trust and productivity by adopting a transparent, open and synergistic approach 9. APPLY THE 12 SKILLS OF CONFLICT RESOLUTION 9.1 Win-win 9.2 Creative Responses 9.3 Empathy 9.4 Appropriate Assertiveness 9.5 Cooperative Power 9.6 Manage Emotions 9.7 Willingness to resolve 9.8 Mapping 9.9 Design Outputs 9.10 Negotiate 9.11 Third Party Mediation 9.12 Broaden Perspectives.
Revitalise Batho Pele
REVITALISING BATHO PELE: DELIVERING EXCELLENT SERVICES BY PUTTING PEOPLE FIRST
COURSE SYNOPSIS
Government is concerned to deliver quality services to the people of SA as guaranteed under the Constitution of the country. In the transformation of Government Services a white paper was published on a Batho Pele strategy. In review it was found that the principles were not internalized and a decision was made to revitalise the project. This exciting updated training program revisits the principles and look at what need to be done to manage change and implement the program as a way of life.
KEY LEARNING OBJECTIVES AND BENEFITS
" How to foster positive attitudes and alter mindsets to improve motivation levels that will steer staff members towards improved service delivery " Developing your planning and project management skills " Strategically placing customer focus at the core of your department's functions " Putting the" Batho Pele" framework into practice by using the guiding principle of the white paper to successfully transform service delivery. " Monitoring tools to keep track of your progress " Employing innovative strategies and new technologies to boost effectiveness of your service delivery " Workshop management of change and internalizing strategies
WHO SHOULD ATTEND
" All public officials and civil servants " Managers leading the revitalization project will benefit most
COURSE SYNOPSIS: BATHO PELE
Day 1
How to foster positive attitudes and alter mindsets to improve motivation levels that will steer staff members towards improved service delivery. " Vision and mission development " Eliminating fear and instilling the will to change " Promotion of open communication " Highlighting the integral role of frontline staff " Boost performance levels of staff
Developing your planning and project management skills " Analyzing your department " Developing policies specific to your departments requirements " Setting goals and objectives for your department " Devise a strategic business plan for your department
Strategically placing customer focus at the core of your department's functions " Focus on key customer care factors " Promote a positive image of your department " Ensure staff commitment and motivation " Improve relationships between staff members and clients
Day 2
Putting the" Batho Pele" framework into practice by using the guiding principle of the white paper to successfully transform service delivery. " Understanding the fundamental themes of "Batho Pele" " Practical application of eight principles " Aligning of your objectives with "Batho Pele" principles
Monitoring tools to keep track of your progress. " Business analysis to determine problematic areas " Clear measurement procedures to monitor progress " Setting clear and definite time frames for achievement of objectives " Incorporation of performance management systems to achieve goals
Day 3
Employing innovative strategies and new technologies to boost effectiveness of your service delivery. " Looking at innovative case studies " Implementation of call centers " Alternative methods " Integration of IT resources " Challenges through role playing Workshop the communication and publishing strategy on "Know your Rights" Complete the strategy (SWOT Analysis)
PFMA Training
TRAINING: PUBLIC FINANCES MANAGEMENT ACT (PFMA)
COURSE SYNOPSIS
The Public Finances Management Act (PFMA) is core legislation that affect every aspect of an official daily life and performance. It creates the accountability and set the parameters for working with public finances. Every official must adhere to this act and ensure that the utilization of public funds and assets, practices and procedures comply with this act.
KEY LEARNING OBJECTIVES AND BENEFITS
" Understand the Act " Understand and apply National Treasury and Revenue Fund " Understand budgeting and managing budgets and expenditure " Understand executive authority and their fiscal responsibilities " Understand Loans and guarantees " Demonstrate understanding of Treasury General's role " Identify financial misconduct
WHO SHOULD ATTEND
" All public officials and civil servants
COURSE SYNOPSIS: PFMA
Day 1
Understand the Act " Definitions " Interpretation and application " Object of the act " Institutions in which the act applies " Amendment of the act Understand National Treasury and Revenue Fund " Functions and powers " Banking, cash management and investment framework " Annual financial statements " Control of the NRF (National Revenue Fund) " Deposit and withdrawal by SARS " Withdrawal and investment Understanding national budget " National budget " Multi year budget projections " Expenditures Understand executive authority and their financial responsibilities " Financial responsibilities " Financial implications
Day 2
Understand loans and guarantees " Restriction on borrowing " Consequences of unauthorized transactions " Regulation of borrowing " Signing of loans " Interest and repayments of loans " Obligations from lien over securities Demonstrate understanding of treasury's general matters " Regulations and instructions " Publishing of draft treasury regulations for public comment " Determination of interest rates for debt owing to state Identify financial misconduct " Financial misconduct by officials and accounting authorities " Legal regime for disciplinary proceedings " Regulations on financial misconduct procedures " Offences and penalties
Policy Development
POLICY DEVELOPMENT TRAINING FOR EXCELLENCE IN POLICY DESIGN AND DEVELOPMENT
COURSE SYNOPSIS
It is the responsibility of departments at National, Provincial and Local Government levels to create policies that reflect the Constitution's objectives for SA and any other applicable legislation and regulations promulgated by government to pursue the objectives of our constitution.
The quality of policies, policy frameworks, the ability to manage them and implement them reflects directly on service delivery. If you feel there is room for improvement of if your policy framework has been challenged by the Auditor General you cannot afford to wait one minute longer, you need this training.
The purpose of the learning is to be able to impact on organisation policies that affect young people. Credited learners can contribute in a meaningful, informed way to policy formulation and development.
Contributing to policy development is a transferable competence, used in all the fields of government service. The competence attained to achieve this unit standard can also be applied to other fields, and credited learners are empowered to effect social and change by participating in society, through public and organisation policy processes. (The program is aligned to said US but NOT accredited)
"How customers experience your service delivery will determine relationships with all stakeholders. Maintaining Service Delivery and meeting stakeholder expectations is a function of Policy Development"
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Fundamentals Concepts and Approaches to Public Policy ¢ Policy Actors, Policy Process and Policy Issues ¢ Fundamentals to Better Policy Making ¢ Policy experiments, policy evaluation ¢ Basic tools and techniques for Policy Analysis ¢ Methods of Data Collection, Data Analysis, Presentation Additional Outcomes:
¢ Policy development. This will include using the constitution, other relevant legislation, organizational vision & mission as well as organizational culture and values as basis for policy design. Furthermore applying the process for obtaining a well-formed policy. ¢ Policy implementation ¢ Models of Policy ¢ The articulation and role of policy ¢ The basic steps in the process of public policy development ¢ Critical evaluation of public policy text from various perspectives. ¢ Designing a plan for policy management and adjustment with short, medium and long term focus. ¢ Financial aspects of policy development and management. ¢ The strategic effect that a policy has on all other aspects of organizational operations. ¢ The basic principles of policy management and design. ¢ Investigate Best Practices and case studies. ¢ Design a fit for purpose policy development process.
WHO SHOULD ATTEND
" DG's, Heads of Departments and CFO's " Senior & Middle Managers " Policy Development Committee Members " Administrative support personnel " Any Manager who may be called upon to offer input in policy.
COURSE SYNOPSIS: POLICY DEVELOPMENT
DAY 1
¢ Explain current legislation and policies applicable to organisations o All relevant sources of legislation and policies are identified for specific contexts o Components/elements of legislation and policies are accurately identified o Relevant legislation and policies are described in terms of the impact of historical, social, political and economic developments on their formulation o Elements of legislation and policies that impact on specific contexts are accurately identified and the impact is described in terms of specific examples from such contexts
Day 2
¢ Describe the processes that contribute to the development of policies o The relationships between legislation, policies and allocation of resources are described based on specific policy development concepts o The nature and purpose of policies are defined for specific organisation contexts o Models of policy are accurately identified and explained with examples from specific contexts o The articulation and role of policies are explained with examples from specific contexts o Identified processes are described in terms of quality criteria for policy o Steps in policy development and principles of policy design are accurately identified Day 3
¢ Identify gaps in policies that impact in specific contexts o The purpose of relevant policies is accurately identified o Sectors or groups whose interests are most served and sectors or groups that are ignored or marginalised by specific policies are accurately identified o Policies are evaluated against context requirements o Context requirements can include requirements for advocating youth rights, and requirements of the constitution, other relevant legislation, organisation vision and mission, and organisation culture and values o Feasibility of policies is determined in terms of logistics, resources, attitudinal barriers and characteristics of the target group/s o Identified policy biases are described based on verifiable evidence Day 4
¢ Prepare and use techniques that contribute to policy development in organisations o Investigate techniques, techniques can include consultation, stakeholder surveys, meetings, etc o Techniques are accurately identified o Selected techniques are appropriate for specific contexts and meet available resource requirements. Resources include financial, time, human o All relevant stakeholders and their representatives are consulted according to agreed procedures o Consultation and meetings meet stakeholder requirements o Information generated is recorded and disseminated in accessible format and according to agreed procedures o Contributions are presented to all relevant stakeholders, and feedback is integrated as agreed o Contributions are made within specific areas of authority to specified persons/organisations according to agreed procedures Day 5
¢ This is a consolidation and workshop day. It is largely defined by the participants but the process which is facilitator supported and designed will include: o Practical South African case studies most notably Department of Labour examples o Audit policies, work procedures and administrative support o Design and improve processes o Design process checklist o Create strategies for overcoming obstacles. Understand management of change and the internalization of policy o Networking for success o Design proformas and templates
BID Committees
BID COMMITTEE TRAINING FOR EXCELLENCE IN PROCUREMENT
COURSE SYNOPSIS
Government has created processes and procedures to improve procurement practices by all organs of the State. This includes the implementation of Supply Chain Management as a best practice in government. To ensure equitable and transparent process the PFMA makes provision for the creation of 3 BID Committees and a Disposal Committee to support life cycle management and ensure that procurement delivers value for money and the desired service delivery and products.
The implementation of these committees is compulsory and must meet stringent requirements. The DG/HOD and CFO are directly named and made responsible for effective and efficient implementation and management of procurement practices. Come and learn from experienced and knowledgeable facilitators how to meet this challenge and prosper, attracting BIDS that will enhance all aspects of service delivery and best practice quality procurement. Be mentioned in parliament by the Auditor General, "FAVOURABLY!"
"How customers experience your bid process will determine whether they bid or not your process will determine the quality of bidders you attract. Who are you attracting now? Is your service delivery enhanced by responsive bids or are you constantly disappointed and frustrated. Join us and learn about best practice BID committees."
KEY LEARNING OBJECTIVES AND BENEFITS
" Understand the legislative imperatives " Develop practical policies and procedures " Develop efficient codes of good conduct " Create effective delegations and appointments " How to properly constitute your committees " Understand the mandates of the different committees " Workshop a case study and participate in a simulation exercise " Workshop and design documentation, administration and reports " Audit compliance " Create review processes " Understand access to information " Create a process checklist
WHO SHOULD ATTEND
" DG's, Heads of Departments and CFO's " Senior & Middle Managers " Committee Members " Administrative support personnel " SCM staff " Any Manager who are responsible for creating specification and technical experts
COURSE SYNOPSIS: BID COMMITTEES
DAY 1
Master Key Principles OF PFMA and MFMA Supply Chain Management (SCM) Frameworks to Achieve a Cost-Effective and Transparent Bidding Process in Your Organisation According to the Supply Chan Management regulations issued by National Treasury, your department/entity is required to implement best practice procurement initiatives that are fair and transparent - but, are you aware of the stringent accountability and standardisation requirements of the bidding process? Master key bidding process fundamentals by: " Understanding and analysing the role of the supply chain policy to effectively procure goods and services for your organisation " Defining the critical components of the supply chain management framework: o Demand management o Acquisition management " Identifying the types of contract to which the bidding process applies " Familiarising yourself with terminology and objectives of the National Treasury SCM framework regulations: o Implement fair and equitable procurement practices o Align your SCM policy with the Preferential Procurement Policy Framework Act (PPPFA) and Broad-Based Black Economic Empowerment Act " Clarifying the bid document requirements as prescribed by National Treasury " Analysing the appropriate minimum quality standards required to effectively draft your bid specifications: o ISO 9000 o ISO 14001 " Pinpointing the various role players in the bidding process " Aligning you SCM framework with your department's bidding documents " Determining the appropriate method of acquiring an asset
Practically Create an Effective Bid Specification Committee in Your SCM Framework for Successfully Meeting Your Procurement Needs As the first step in planning for your acquisition requirements, it is critical that you identify the key role and responsibilities of your bid specification committee for ensuring adequate planning and control of resources. Successfully develop an efficient bid specification process by learning how to: " Determine the primary responsibilities of the Bid Specification Committee " Identify the various role players and committee member " Pinpoint the appropriate code of conduct and ethics standards for promoting a fair business environment " Take practical steps to draft a bid specification document in order to successfully meet your provisioning requirements " Prepare the pricing an costing schedules in terms of the bid requirements " Compile the terms and conditions of the bid document
Identify Special Conditions of Contract That Determine the Terms of Reference for Effectively Implementing Your Department's Procurement Policy " Applying the appropriate guidelines and regulations for creating conditions of contract " Determining the relevant provisions of the Preferential Procurement Policy Framework Act 5 of 2000 " Evaluating the relevant terms of reference " Stipulation general conditions of contract as part of the tendering conditions " Aligning your department's bidding process with the principles of preference points " Identifying the process of applying specific goals to the bid conditions
Effectively Manage the Advertising and Promotion of a Competitive Bidding and Quotation Process for Ensuring Transparent and Efficient Procurement Your suppliers are required to comply with stringent guidelines for the bidding process in order to secure "the deal" and you need to remove any obstacles that they may experience in this process. Build an effective bidding process system that identifies the critical factors affecting the promotion of bids from prospective service providers by learning how to: " Implement the prescribed procurement procedures relating to the invitation and acceptance of price quotations " Establish a bid committee to approve and adjudicate all recommendations in a transparent process " Assess the essential elements for effectively formulating bidder submission requirements " Identify the procedures for advertising bids or quotations " Determine the bid procedures for appointing consultants to provide professional and objective advice to your procurement department " Pinpoint various bidding sources to be considered prior to requesting the invitation of a bid Ensure that the appropriate method of receiving bid responses is implemented
Day 2
Successfully Establish a Cross-Functional Bid Evaluation Committee for Assessing the Relevant Requirements of a Bid In order to effectively evaluate your prospective bid applications, you need to ensure that you select the best supplier who meets high quality standards, dependable delivery and performance but also maintain low costs. You also need to "tick all the right boxes" when assessing the value-added service that a supplier can bring to your organisation. Learn how to identify the critical evaluation criteria for successfully building an effective bid evaluation committee by: " Defining the purpose of our organisation's bid evaluation committee: o Compliance with regulations o Bidder's ability to execute that contract o Recommendations on the bidder " Establishing the bid evaluation committee composition " Examining the compliance with relevant statutory legislation: o Understanding the appropriate criteria for evaluating a bid o Using an appropriate scoring methodology to establish the benchmarks for meeting the bed requirements " Ensuring that the evaluation criteria are comprehensively reviewed in the bid document and aligned to the bid specifications: " Assessing whether the bidding party can add value to the procurement process " Determining if there are any risks that could jeopardise the supply of goods or services " Calculating the bids received from external parties
Effectively Construct a Bid Adjudication Committee to Ensure Transparent Awarding of Tenders to Your Preferred Bidder As a bid committee member, you are expected to be aware to the code of conduct that is required for fair dealing in conducting business. But are you aware of the responsibilities, to which you are required to report and the essential performance of duties? Master the important concepts of bid adjudication procedures by learning how to: " Determining the composition your bid adjudication committee: o Chairperson o Vice-Chairperson o Secretariat o Members " Define the prescribed primary responsibilities of you bid adjudication committee members " Examine the duties and powers of the bid adjudication committee members " Understand the procedures relating to co-opted members, advisors and observers " Identify the appropriate types of prohibitions on awards of bids " Pinpoint the various regulatory codes of conduct and points of conflict " Examine the performance of duties as prescribed by the Public Service Act regulations
Practically Administer Stringent Bid Evaluation Criteria for Assessing the Bidder's Ability to Effectively Execute the Contract As a member of the bid evaluation committee, one of your key tasks is to effectively evaluate the overall viability of a potential contractor so that you ensure a sustainable and long-term supply of goods and services. Identify the key evaluation criteria that are used to assess prospective bidders by:
" Applying tried and tested criteria techniques to effectively evaluate the technical items of the bid " Understanding the appropriate criteria to establish the validity of the bid " Assessing whether the bidding party can add value to the procurement process by examining: o Cost savings o Quality standards o Pricing structure o End-to-end service o Responsiveness to procurement needs " Determining if there are any risks that could jeopardise the supply of goods or services " Evaluating any deficiencies in the suitability of the bidder to match the terms of reference
Successfully Compiling a Post-Bid Reporting and Recommendations Procedure That Ensures the "Best Deal" For Your Procurement Process In the post-bid phase of your bidding process, you will be able to bring finality by reaching a final decision when awarding the winning bid. Master the practical steps for ensuring a smooth transition to the post-bid phase by learning how to: " Compile a monthly reporting questionnaire of the bid party in order to submit information and recommendations on bids over a certain amount " Advise all bidding parties of the outcome of the bid process by conducting a debriefing session " Issue bid award certificate and letter of acceptance to the successful bidder and establish the contractual obligations between both parties " Apply appropriate dispute resolution techniques to ensure that all " Confirm that the pricing structures and functionality are agreed to as stated in the bid documents " Assess the practical steps for effectively dealing with unsuccessful bids that may result in recourse from you bid evaluation and decision-making process
Optional Day 3
A Third day add on option is available for a practical workshop to ensure Departmental processes are aligned and meet best practices. This workshop is not feasible if there are not at least chairpersons and administrative staff in attendance. It is very specific and if this need exist, it can be arranged for on site, or the whole three days can be booked on site. It is only available to 5 participants or more from the same department on public seminars.
Service delivery and Customer Care
COURSE SYNOPSIS:CUSTOMER CARE AND SERVICE DELIVERY
DAY 1
" Defining exceptional Customer Care within your organisation o Definitions o Models o Best practice o Examine application in company o Practical case Study " Communicating excellence in Service Delivery to your staff members o Communication Basics o Strategic Communication o Practical session: Develop a strategy " Managing the boundaries of Service Excellence within your organisation o Defining service delivery principles o The process o Develop measurements o Communicate measurements o Setting up the process o Practical Session: Design a process
Day 2
" Becoming a Landmark of Excellence o Culture of Excellence defined o Case Study on Excellence " How to Delight your Customers o Delightful strategies o Case studies " Serving with P.R.I.D.E. o Understand P.R.I.D.E. o Implement P.R.I.D.E. " Developing and Implementing an action plan to achieve desired Service Levels o Define Service levels o Service levels versus other models o Investigate Best Practice " Monitoring progress and effectiveness of action plans implemented o Managing Service Delivery and Customer Care
Day 3
" Creating a "Customer Driven" culture within your organisation o What is "Customer Driven" o Responsive to Customer needs o What to do? " "The difference between "Customer Focused" and "Customer Driven" o Practical case study analysis " Receiving Complaints (F.I.N.E.) " Dealing with Complaints(C.U.S.T.O.M.E.R.) " Practical Session: Putting it all together. The customer Service Journey, simulation board game.
Front Office Management Training
23 February 2010, 06:14 PM
FRONTLINE OFFICE MANAGEMENT: EXCELLENCE IN FIRST IMPRESSIONS
"How customers experience your service delivery will determine relationships with all stakeholders. Maintaining Service Delivery and meeting stakeholder expectations is a function of Front Office Management" The purpose of this 2-day training workshop is to equip front office personnel like receptionists, secretaries and anybody receiving clients, visitors and other stakeholders to the company. The Receptionist is the first person who a visitor sees on entering an office. Their impression of this person will affect how they approach the rest of their visit. A professional receptionist who seems pleased to talk to visitors and can sort out their problems whilst handling the demands of the ringing telephone without losing their cool is an asset to any organisation. The program meets the outcomes of "SAQA US ID 14338 Attend to customer enquiries in an office setting Level 2, 2 credits" It is aligned but not accredited.
KEY LEARNING OBJECTIVES AND BENEFITS
¢ Greeting clients ¢ Attending to customer enquiries of a semi-routine and predictable nature ¢ Generating known solutions to a defined range of customer problems and queries ¢ The receptionist/secretary's role in the office ¢ Professional communication with clients and co-workers ¢ Personal organizational skills ¢ Managing the information system ¢ Time and work process management ¢ Meeting and travel management ¢ Customer query management ¢ Petty Cash procedures and transactions ¢ Management of office supplies and equipment ¢ Internet techniques, word processing documents, spreadsheets in business and data manipulation ¢ Practical simulation, "The Customer Care Journey" (A Board game for the second day)
? Additional Outcomes: This requires an additional 3rd day. ¢ Personal Development ¢ Conflict resolution ¢ Stress management ¢ P.R.I.D.E model of Customer care ¢ Time Management WHO SHOULD ATTEND
" Front line office staff " Receptionists " Secretaries
COURSE SYNOPSIS
DAY 1
¢ The management of the frontline office o Greeting clients " Etiquette " Cultural awareness o Attending to customer enquiries of a semi-routine and predictable nature " Policies and Procedures " Work Flow processes o Generating known solutions to a defined range of customer problems and queries " Basic research " Activity Log " Admin. support o The receptionist/secretary's role in the office o Professional communication with clients and co-workers " Active listening " Communication basics " Taking messages " Follow UP log o Personal organizational skills " Daily organizer " Office filing and admin. " Planning your day o Managing the information system o Time and work process management o Meeting and travel management o Practical Case studies and Role Plays
Day 2
¢ Petty Cash procedures and transactions ¢ Management of office supplies and equipment ¢ Internet techniques, word processing documents, spreadsheets in business and data manipulation ¢ Practical simulation, "The Customer Care Journey" (A Board game for the second day) o Understand the Heart head and Courage models o Complete the self diagnostic questionnaire o Prepare for the journey o Play the simulation o Enter the world of Customer care o Complete personal action plan
Optional Day 3 ¢ Personal Development o The S-R Model o Understand EQ o The Thinking Model o The H.E.L.P. model ¢ Conflict resolution ¢ Stress management ¢ P.R.I.D.E model of Customer care ¢ Time Management Covey's principles
Municipal Finance Management Act Training
09 March 2010, 10:49 AM
COURSE SYNOPSIS The MFMA aims to modernise budget, accounting and financial management practices by placing local government finances on a sustainable footing in order to maximise the capacity of municipalities to deliver services to communities. It also aims to put in place a sound financial governance framework by clarifying and separating the roles and responsibilities of the council, mayor and officials. The MFMA is required by the Constitution, which obliges all three spheres of government to be transparent about their financial affairs. It also forms an integral part of the broader reform package for local government, as outlined in the 1998 White Paper on Local Government. In this 2-day course we will help you understand the MFMA and the purpose of the MFMA.
KEY LEARNING OBJECTIVES AND BENEFITS " Learners must be familiar with the principles of the Public Finance Management Act, 1999 / Municipal Finance Management Bill as it relates to the statutory regular (legal) execution of their financial functions. " Learners must be familiar with the measures that must be put into place to promote efficiency, effectiveness and economy in the execution of their activities. " Learners must understand the conceptual and contextual meaning and applications of financial accountability as exposed in the Public Finance Management Act, 1999 / Municipal Finance Management Bill. " Learners must have a basic knowledge of the requirements and skills necessary for preparing budgeting in line with the stipulations of the Public Finance Management Act, 1999 / Municipal Finance Management Bill. " Learners must be familiar with the requirements of the Public Finance Management Act, 1999/ Municipal Finance Management Bill in so far as it relates to the procurements of goods and services (including tendering) and the safeguarding of assets (including the prevention of losses).
COURSE SYNOPSIS: BATHO PELE Day 1 The Public Finance Management Act, 1999 / Municipal Finance Management Bill " Background to the Public Finance Management Act, 1999 / Municipal Finance Management Bill " Principles of the Public Finance Management Act, 1999 / Municipal Finance Management Bill " The Public Finance Management Act, 1999 / Municipal Finance Management Bill and line management responsibilities
2. The 3xEs (efficiency, effectiveness, economy) " Meaning and implications of efficiency, effectiveness, economy " Cost awareness. " Costs vs benefits. " Cash flows vs investment decisions. The 3xEs and the financial productivity concept.
3. Statutory Accountability: The role of line managers " Meaning and implications of Accountability. " Responsibilities of the Accounting Officer. " Responsibilities of Line Managers.
Day 2 4. Performance Budgeting " The Public Finance Management Act, 1999 / Municipal Finance Management Bill and public sector budgeting. " Principles of performance budgeting. " Linking strategy and institutional resources. " Financial and performance reporting.
5. The Public Finance Management Act, 1999 / Municipal Finance Management Bill and public sector procurement, asset and loss control.
Who should attend? Municipal managers, Municipal CFO's, Supply Chain Manager and Financial staff.
Employment Equity Training
23 April 2010, 01:42 PM
TRAINING OUTLINE :CUSTOMISED EMPLOYMENT EQUITY WORKSHOP: 1 OR 2 DAYS
BACKGROUND
Employment Equity is a complex and diverse topic. The workshop content will be decided on in a participative manner, to meet the requirements and the needs of the delegates attending the workshop. The workshop approach will ensure that delegates create a tangible outcome to ensure that they will be able to disseminate information, implement, guide implementation, or administer, according to their perceived need.
PURPOSE
The purpose of this outline document is to submit menu items to clients to select topics and issues to build the participative and interactive EE workshop on
WHO SHOULD ATTEND
Line Managers Executive Managers HR Managers HRM Staff SDF's
TRAINING OUTCOMES
" Understanding the Employment Equity Act and related terminology " The functions of the Employment Equity Committee " Understanding the Consultation process " The business case for Employment Equity " The purpose of Employment Equity Plans " Prejudice & discrimination in the workplace " Fair and unfair discrimination and Affirmative Action " Overcoming barriers to employment equity " Employment Equity and the selection process " Conducting a workplace analysis " Communication of Employment Equity within the company " Employment Equity Plans and Workplace Analysis " Ground rules for functioning as a consultation committee " How does Employment Equity link in to the BBBEE audit process and scorecard
Additional Outcomes
" Create EE plans " EE reports " Relationship of EEA to Skills development, gender, and other LRA " Practical guides for implementation, management and reporting " Case studies on legal actions based on EEA " EE case studies in some industries " EE reports and survey results " EEA and risk management " EEA and discrimination " EEA and sexual harassment " Create an EE Tool kit " Create a Code of Conduct Manual " EEA and recruitment issues " EE chronological advancement since 1994
Explore your Options
23 February 2010, 09:08 AM
All the training are available as an on-site option at great savings to your Department. Contact us today.
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