Human Resources : les formations

Human Resources Training

Human Resources, HR courses

Human Resources Course Outlines

Identifiant (ID) Nom Durée Vue d'ensemble
300758 Influencing and Avoiding Conflict 21 hours Audience Staff who need to be fully aware of the issues surrounding Influencing and Avoiding Conflict with :  Their colleagues Their bosses Their internal and external customers and stakeholders Course Objectives By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Format The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and  Case Studies Module 1: Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Module 2: Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Module 3: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Module 4: Delegation What is Delegation? The Stages of Delegation Module 5: Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Module 6: Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Module 7: Dealing with Change  The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance  Module 8: Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
1969 Assertiveness 7 hours A highly participative course involving individual and group discussions and skills practice to enable delegates to share ideas and develop their skill levels. Audience Anyone who is looking to enhance their assertiveness skills Aim This course aims to raise confidence and increase the delegate’s ability to communicate confidently and assertively with colleagues and customers. Objectives By the end of the programme the participants will: Understand and overcome the barriers to being assertive Recognise behaviour traits within yourself and others and learn effective strategies for managing them Communicate effectively with a wide range of people to achieve a win-win situation wherever possible Effectively manage difficult situations. What is assertiveness and how can I achieve it? Understanding and overcoming the barriers to assertiveness Building self confidence Communicating effectively – getting your message across Identifying influencing strategies that can effectively manage difficult situations Continuing Professional Development (personal reflection and action planning).  
2224 Equality and Diversity Masterclass 7 hours The aim of this one day course is to better equip delegates in order to promote E&D in the workplace and better comply with relevant E&D legislation. By the end of the course, delegates will be able to: Explain the benefits of Inclusion and an inclusive workplace Outline the Equality Act 2010 and it's implications for employers and employees Discuss what is meant by 'prohibited conduct' and how this can be avoided Define what is meant by 'reasonable adjustments' for disabled workers State current, appropriate and inappropriate terminology Introduction to E&D and inclusion The Equality Act 2010, it's history and implications Prohibited conduct & discrimination Disability in the workplace E&D terminology
2228 Mentoring and Coaching 7 hours The aim of this one day course is to provide delegates with mentoring and coaching skills for the workplace. By the end of the course, delegates will be able to: State the difference between mentoring and coaching Discuss relevant learning theories Describe different learning styles Explain the feedback model Outline basic coaching principles State the component parts of the GROW coaching model  Introduction to mentoring and coaching Theories to learning Learning styles Effective Feedback Principles of Coaching The GROW model
2352 Communicating and Influencing - For Managers and Team Leaders 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office This course is almost identical to the Team Members’ course (see separate outline) but with these changes: There is an addition module entitled: Leadership v Management which covers: The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles There is an additional module entitled: Delivering Change which covers: Why Change does / does not work Change Principles Resistance to Change – and why, occasionally, resistance to change is beneficial
2457 Organisational Behaviour 14 hours Introduction to OB Diversity in Organisation Attitude & job satisfaction Personality Perception & individual decision making Motivation Foundation of group behaviour (groups & teams) Organisational structure or communication Leadership Managing change & stress - conflict Organisational Culture
2526 Coaching Skills 7 hours Audience Staff who need to be fully prepared to deliver high quality Coaching sessions To individual members of their own staff To their teams To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input Format of the course A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback By the end of the course, delegates will be able to: Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance Deliver meaningful Coaching Sessions Define Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching models Introduction to the GROW model G = Goal: the purpose of the discussion or changes the individual / team wishes to make R = Reality: an honest assessment of the current situation and the need for change O = Options: what can be done to achieve that change; what else; is there anything else…? W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress? Consideration of all the factors required in: Turning vision into reality Delivering measurable outcomes Making effective decisions Managing the change Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Becoming a successful Coach How does a Coach behave? What does a Coach do? Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times Coaching performance from individuals whose day-to-day work we don’t understand The link with Performance Management Objective setting – understanding what is required Managing against these objectives – understanding what success / shortfall looks like Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload) Coaching and Feedback: links and differences Coaching in Practice Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
2528 Communicating and Influencing For Team Members 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance
2530 Handling Conflict with Confidence 14 hours Audience Staff who need to be fully aware of the issues surrounding Conflict and how to deal with it with: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Understand conflict and its effect on ourselves and others Define assertive and non-assertive behaviours Appreciate the need for self-management before managing others Develop capability in engaging conflict assertively Build confidence through demonstrations and practical simulations Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? How can we “adapt” behaviour to prevent the causes of conflict or to defuse conflict caused by others? What do we mean by Effective Communication in potential and actual conflict situations? Emotional Intelligence Emotions and their consequences both in creating and in dealing with conflict The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Customer and Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with conflict in Customer and / or Stakeholder interactions Assertiveness Aggressive v Assertive v Submissive Benefits of Assertive Behaviour Confrontation The Confrontational Model – Fierce Conversations The PRO Model: a template for planning and successfully undertaking Fierce Conversations Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
2531 High Impact Presentations 7 hours Audience Staff who need to be fully prepared to deliver High Impact Presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback Attendance on this course assumes an existing level of experience in delivering Presentations. It is the next level up from the Presenting with Confidence course. By the end of the course, delegates will be able to: Prepare, structure and deliver an effective presentation to a high quality level Define the levels of energy, involvement and engagement required to convince an audience Act flexibly in delivering presentations: to be able to adapt the presentation to developing circumstances – perhaps through a last-minute chance of objective or unexpected time pressures Presentation Skills As with Presenting with Confidence: delivery of a pre-prepared presentation on the delegate’s chosen subject related to their work. It is expected that this Presentation will already be of high-quality and just need refining to add the “High Impact” elements N.B. The duration of each delegate presentation will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Creating a High Impact Presentation Understanding what turns an “ordinary” presentation into a High Impact Presentation The synchronisation of material: spoken material, visual material, support material Detailed work on the structure and format of a presentation The Psychology of the Presenter Creating and communicating belief and conviction Understanding the required levels of involvement and engagement: from the presenter and from the audience Creating a personal brand Flexibility Understanding the importance of Fog Horn Messages Adapting the presentation “on the hoof” Getting the message across Dealing with changed circumstances: last-minute alterations to the audience’s requirements; revisions to timings Presentation Skills – revisited Delivery of another presentation (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback N.B. Depending on group ability and requirements, this could include the preparation and delivery of an ad hoc presentation. It is never recommended to deliver presentations without sufficient preparation but sometimes business circumstances dictate that this is necessary and a presenter at this level should be able to structure a few minutes of high quality presentation, as required.
2533 People and Team Management 21 hours Audience Staff who need to be fully aware of the issues surrounding People and Team Management for: Themselves Their colleagues (peers) Their bosses Their team members Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Appreciate how to manage, motivate and develop their team members Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Management v Leadership What is Management? What is Leadership? What is the difference between Management and Leadership? Analysing Leadership Behaviour Analysing the difference Management Styles – and understand when to use them The importance of Communication – including: Verbal Communication Vocal Communication Visual Communication Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Building a Successful Team What is a Team? The stages of Team Development Goal and Objective Setting Goal Setting – for the company Objective Setting – for the staff Drafting and Aligning Objectives Performance Management Stakeholder Management People and the Service-Profit Chain Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Delegation What is Delegation? The Stages of Delegation Coaching What is Coaching? Using the G R O W model for effective coaching Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them: Competing Collaborating Compromising Avoiding Accommodating Bridging the Gap
2534 Personal Efficiency and Managing Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
2633 In sieben Schritten zur Unterrichtsstunde 7 hours
300626 Business Communication Skills 35 hours Communication skills have long been recognised as essential to professional success and many a career has stalled, faltered or stagnated thanks to a lack of communication skills. Contrary to urban myth, few of us are born with this skill, instead most have either practised or learned from mistakes. This course is designed to assist delegates to improve their communication skills and in consequence their ability to work with others. Mediation skills are subtly yet meaningfully different. Excellent communication is a pre-requisite but more important is the ability to listen and take note of what is being said. The role of the mediator is to help parties reach a solution to their problem and to arrive at an outcome that both parties are happy to accept. Mediators avoid taking sides, making judgements or giving guidance. They are simply responsible for developing effective communications and building consensus between the parties. This course also covers the wider range of skills, in addition to communication, that are required to be an effective mediator. What is Communication Communication styles Communication flow Framing conversations Non-verbal communication Definitions & principles Written communication Telephone skills Exercise/Case Study Understanding Communication What makes a successful communicator The qualities of a successful communicator Defining persuasion and influence Self- belief, confidence & assertiveness Push and pull styles Framing communication Exercise/Case Study Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions The Funnel technique Understanding values Questioning techniques to understand values and build relationships Exercise/Case Study Overcoming resistance What causes resistance How to deal with resistance A practical guide using six steps Dealing with conflict Handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Exercise/Case Study Poor Communication Examples and why does this happen so frequently The Ladder of Inference Top down, Bottom up or 360 degree Collaborative versus dictatorial Selecting the best style and understanding what makes this the “best” Exercise/Case Study Putting it all Together Feedback Questioning & Listening Asking powerful questions Getting the key message across Making effective requests Promises – blessing or curse? How to improve communication skills going forward Exercise/Case Study The Art & Skill of Persuasion Understanding Persuasion What makes a successful persuader? The qualities of a successful persuader Influencing and persuading, not manipulation Defining persuasion and influence Principles of effective influencing Self- Belief, Confidence & Assertiveness What do we mean by push and pull styles of persuasion The psychology of persuasion – the basics Example/Exercise Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listening and questioning Perception – how you perceive situations and how others may perceive you Example/Exercise Explore what others want Setting clear objectives on the scope of selling you wish to embark on Effective questioning techniques Realise the values and motivations of others Hone your listening skills and overcome barriers to active listening The identification of individual ‘filters’ and how to overcome these The power of positive thought – preparing for the persuasion discussion Example/Exercise              Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions. The Funnel questioning technique. Understanding values and how to persuade around these Questioning techniques to understand values and build relationships Example/Exercise              Overcome resistance Select one of the six levels of assertiveness, without compromising the values of others Apply a practical 6-step Influence Model Using FAB to match the needs gathered from customers Dealing with conflict – handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Example/Exercise              State your case persuasively Presenting at the right stage. Adopt strategies that work for you State your case assertively and convincingly. Knowing the audience Gathering the content The 10/80/10 rule for structuring the presentation Delivering a presentation Example/Exercise     Handling Objections Identifying frequently encountered objections. The pre-emption of objections. Developing appropriate responses. Example/Exercise Negotiation Skills for Finance Professionals Introductions The Process of Negotiation Objectives in negotiation Communication Skills of the Effective Negotiator Assessing information Establishing the parameters What is the “win-win” outcome Case Study/Discussion Point The “Interests” Interests   The difference between positions and interests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea? The elements of an effective negotiation Case Study/Discussion Point The “Options” Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options Case Study/Discussion Point Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” or would a compromise be better Setting clear objectives Being prepared to lose when it makes sense Case Study/Discussion Point The Negotiating Process Making proposals and giving and receiving concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals Making a plan. Reviewing assumptions Working through the meeting/discussion process Probing in order to develop understanding Reaching agreement Case Study/Discussion Point Challenges Different types of people Behavioural approaches & body language Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic Media are not ideal Live Practice Simultaions  Debrief Presentation Skills for Finance Professionals The Essentials - The Presenter - You Carrying out the ‘essential checks’ Presenting the ‘right’ image Using your words, tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to enhance impact The qualities of a successful presenter Example/Exercise The Essentials – The Material – What Are You Going to Say Performing a needs analysis Writing the basic outline Researching, writing and editing Establishing a clear purpose Using successful information gathering techniques Choosing the best route through your material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different visual aids Making it big, bold and brilliant Example/Exercise The Essentials – The Audience – Who Will You be Saying it To Knowing your audience to develop presentations that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics Example/Exercise Next Step – Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles depending upon the situation Listening and Hearing: They aren't the same thing Asking questions Communicating with power Example/Exercise Next Step – Communication Skills What do we mean by Communication Preparing mentally Physical relaxation techniques Appearing confident in front of the crowd Non-Verbal Communication Skills Body language The signals you send to others It's not WHAT you say, It's HOW you say it Presenting your case with impact, Example/Exercise Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presentations WOW your Audience Vibrant Videos and Amazing Audio Example/Exercise What is Mediation Textbook definition Mediation in practice Good and bad mediation A SWOT analysis The goals of mediation Reaching a compromise WinWin – is this always possible Plugging the gap between avoidance and formal action Exercise/Case Study Understanding Mediation The principles of Mediation What can it achieve. When is it appropriate Is there ever a time when mediation is inappropriate Taking a strategic approach Alternative dispute resolution practices HR Policies: help or hindrance in conflict situations Exercise/Case Study Preparing for Mediation Essential skills. Critical discussions Understanding why people behave the way they do in conflict What are the issues Is there a compromise Least worst outcome BATNA/WATNA Setting the parameters Exercise/Case Study  Mediation Structuring the process Creating a “safe” environment Building rapport and trust Maintaining impartiality Assist with the win-win Dealing with destructive conflict Dealing with deadlock Engaging resistant people in a constructive manner Closing the mediation Confirming the outcome Selecting alternatives Follow up and review mechanisms Exercise/Case Study

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