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Events

HUMAN RESOURCE TRAINING PROGRAMMES

Topic

Programme Title

Duration

Dates and location

Strategy

Strategic Human Resources

Five days

1-5 Feb 2015

Kuwait city

Creating learning and development strategies

Two days

4 – 5 Jan 2015

Kuwait city

Making HR a strategic business partner

One day

13 Nov 2014

12 Apr 2015

Kuwait City

Functional

Talent identification and management

One day

7 Jan 2015

9 March 2015

Kuwait city

Professional consultancy

Five days

7 – 11 Dec 2014

Kuwait city

Manpower planning and budgeting

One day

8 March 2015

Kuwait city

HR for line managers

Training needs analysis

Two days

4-5 Jan 2015

15 – 16 Apr 2015

Kuwait city

Performance management

One day

9 Nov 2014

20 Apr 2015

Kuwait City

Coaching skills

Two days

11-12Mar 2015

17-18May 2015

Kuwait City

Employee engagement

One day

8 Jan 2015

21 April 2015

Kuwait city

Profile of The People Development Partnership Limited (UK)

Strategy

Strategic Human Resources

Demonstrating how HR can be seen as a value adding function has long been a challenge for HR professionals. The change of focus from transactional to transformational raises many challenges for the business and HR departments.

In an ever-changing business world how does HR continue to adapt and deliver both on the short and long term?

This five-day programme will equip senior HR professional with the in-sights needed to develop and/or deliver an HR strategy which is linked to overall business strategy, objectives and delivers results.

The event will be delivered by highly experienced HR professionals and is aimed to be highly interactive, informative, practical and fun.

Who is it for?

Designed for senior HR professionals who have responsibility for designing and delivering their organizations HR strategy. Places are strictly limited to 12 places per programme to ensure delegates get time and support with their strategy challenges.

Learning objectives

By the end of the programme delegates will be able to:

· Develop an HR strategy linked to business delivery

· Review latest thinking on people, organization and performance

· Create a learning and development strategy to ensure right skills, behaviour and competence to meet business challenges

· Demonstrate the role and value of good performance management in delivering excellent business performance

· Link organizational values with employee engagement to enhance performance and reduce cost

· Develop a plan on how to affect effective change in the business and implement your HR strategy


Course content

Developing an overall HR strategy

· Understand the business model or context necessary to win in chosen market and articulate why good HR strategy matters

· Clarification of organizational capabilities required to support this business model; one size doesn’t fit all

· People management as a competitive advantage

· Decide and design a road-map for HR practices and processes that will create these desired organizational capabilities

Learning and development

· Design an effective learning and development strategy

· From business goals to learning goals

· Processes for development; talent, succession planning, leadership development, delivering options

· Decide on a fit-for-purpose talent management approach

· Evaluating learning

Performance Management

· Recognize what is performance management why do it at all?

· The journey towards a performance management culture

· The benefits of performance management to business, teams, managers and individuals

· The performance management process

· Demonstrate how to set SMART goals and deliver targets

Engagement and values

· Understanding individuals aspirations and preferences

· What we offer and expect from employees

· What we value as an organization and how this differentiates us from the competition

· Ways to improve employee engagement

Delivering our HR strategy

· Four key factors; HR’s contribution, content, channels and competencies

· Understanding the role HR business partnering; challenge and delivery

· Developing accountability within HR for its contribution

· Implementing change

Duration: Five days


Strategy

Creating learning and development strategies

The ability to nurture and grow employees is key to an organizations success. The competition for people is tough in any sector. Good people strategies are no longer enough. Great people strategies are now needed to enable your organization to sustain and develop and continue to be successful.

Having robust Human Resource Development strategy, policies and practices is key to the attraction and retention of employees

Who is it for?

Designed for personnel who are either responsible for the creation of their organizations HRD strategy of those who influence HRD strategy.

Learning objectives

By the end of the programme delegates will be able to:

· Describe the importance of having a robust HRD strategy

· Create a training and development strategy that ensures the right skills, behaviours and competences to meet business challenges now and in the future

· Successfully implement your HRD strategy

· Develop a plan on marketing your HRD strategy to get business buy-in.


Course content

The strategic imperative of HRD

  • Developing an effective HRD strategy
  • Possible purposes of HRD strategy

· Strategic options for people development philosophies

Training and Development

  • Belief statements
  • Matching business goals to learning goals

Creating a L&D strategy

  • The four pillars of developing people
  • Procedures for developing people
  • Matching people and posts
  • Mapping organizations

Strategic choices for professional HRD management

  • Framework of policies in HRD
  • Resourcing
  • Measuring impact

Marketing your HRD strategy

  • Ways to market
  • Power in marketing
  • Bridges to the business agenda

Duration: Two days

Strategy

Making HR a strategic business partner

The value proposition of HR as a function has been much debated. The move from traditional and then functional services has structured HR around the services it provides not often around want the business needs. The term HR Business Partner has been an attempt to position HR as a partner with the business, but what are the implications for HR.

This one-day workshop will show how to position HR to be a true business partner and understand the implications for HR.

Who is it for?

Anyone who wants to understand how HR can add real value to their business.

Learning objectives

By the end of the workshop participants will be able to:

· Evaluate the maturity of their HR function

· List what their customers want from HR

· Identify where they can add value to the business

· Develop methods for evaluating their contribution

· Recognize the barriers in moving towards strategic HR Business partnering

Workshop content

What’s expected of HR?

· What senior managers say

· Levels of HR maturity

· Four critical factors

Who are HR’s customers?

· Managers or employees?


What does being strategic mean?

· Understanding how you contribute

· A fresh look at ROI

Measuring your contribution

· Leading and lagging indicators

· Quantitative and qualitative measures

· Linking HR deliverables with strategy implementation

· Causal chains

· Developing a scorecard

Implementing change

· Educating clients

· Being accountable and responsible

Duration – One day


Functional

Talent identification and management

The war for talent is a strong as ever. Identifying and retaining talented people is key to continued business success.

This workshop will show you how to define talent in your business, identify that talent and actions to retain and develop it.

Who is it for?

Anyone who is responsible for, or keen to know more about, talent strategies.

Learning outcomes

By the end of the workshop participants will be able to:

· Define what talent means for your organization

· Assess their talent population

· Map where their talent lies

· Develop strategies for managing talent

Workshop content

Why have a talent strategy?

· Defining talent

· Talent challenges

The impact of your current talent strategy on your organization

· Strategy or no strategy; what it says about your organization

The need for talent strategies

· Social, demographic, social, and globalisation

Performance, potential and critical skills

· What to consider in identifying ‘talent’

Assessing talent

· Performance; past or future?

· Assessment centres

· Psychometric testing

Mapping talent

· Talent matrix

· Organizational hot and cold spots

Managing talent

· Open or closed systems

· Managed positions

· Ways to stretch and develop

Duration – One day


Functional

Professional Consultancy

Increasingly internal service provides, that includes HR, have to think and act as consultants; providing independent advice and guidance to their clients. Behaving as a consultant is very different from being a functional expert, the traditional HR role.

This workshop, from an Institute of Consulting centre, will provide participants with the core skills to operate effectively as an internal consultant.

Upon completion of this workshop participants will have the opportunity to register and pursue a Level 5 Certificate in Professional Consulting from the Institute of Consulting.

Who is it for?

Anyone who has to operate as an internal or external consultant.

Learning outcomes

By the end of the workshop participants will be able to:

· Define their role as a consultant

· Managing the client relationship effectively

· Use a range of tools and techniques for solving client problems

Workshop content

Introduction to consulting essentials

· The nature of consulting

· Professional personal development as a consultant

· Communicate effectively with clients

Planning and managing consultancy interventions

· Adopting structured approaches to consultancy interventions

· Use project management techniques

· Conducting a consultancy intervention

Roles and responsibilities of the consultant

· Understanding the role of the consultant

· Competencies required by consultants

· Being professional and ethical

The client relationship

· The importance of client/consultant relationships

· Developing and managing client relationships

· Negotiation and influencing clients

Communication for consultants

· The importance of communication

· Running effective client meetings

· Presenting findings, conclusions and recommendations

Problem solving tools and techniques for consultants

· Understanding the client need

· Data collections methods

· Handling confidential information

· Applying analytical tools

Duration: Five days


Functional

Manpower planning and budgeting

The ability to forecast and plan manpower numbers is essential to ensure organizations have the right skills and number and in the right place to continue to meet business challenges.

This one-day workshop will give the essentials in calculating manpower plans and budgeting.

Who is it for?

Anyone who has to plan future resource needs.

Learning outcomes

By the end of the workshop participants will be able to:

· Define manpower planning

· Identify manpower challenges and their cause for their organizations

· List the benefits of accurate manpower plans

· Predict changes in manpower requirements

· Forecast and analyse manpower trends

Workshop content

What is manpower planning?

The changing shape of organizations

· Causes of change

· Monitoring the environment

· Predicting future influencers

· Significant experience

Area of manpower planning

· Strategic focus

· Data analysis

· Succession planning

· Manpower supply

Financial analysis

  • Financial analysis

· Manpower budgeting

Core skills in manpower planning

Duration: One day

HR for line managers

Training Needs Analysis

Accurately assessing the development needs of team and individuals is a key skill for line managers to ensure their people continue to grow and contribute to the business. Making these assessments objectively can be very difficult as can deciding upon the right development intervention to meet the identified gap.

This two-day workshop will equip managers with the skills to accurately and objectives assess development needs.

Who is it for?

All line managers who have to identify training needs.

Learning outcomes

By the end of the workshop participants will be able to:

Define the objectives, scope and methodology for conducting an accurate training needs analysis

Consider training/learning options to ensure that the best value is realised for the resources deployed.

Workshop Content

Setting the Scene

  • Introductions and domestic arrangements
  • Exploring expectations
  • Shared understanding of the concept and benefits of TNA
  • Setting the scene – Agenda, including individual session objectives

The main elements of TNA

· Understand the additive nature of the 3 levels of performance and how they relate to the organization, specific groups and individuals

· Consider the variety of information needed to conduct a TNA and to consider what already exists within companies

· Identifying the gap in performance – consider whether its knowledge, skill or attitude based

Considering roles and responsibilities

  • Consider who will be involved and how to gain commitment

· Consider the process, relationship and content skills involved in undertaking a TNA

Selecting and collecting data

· The two main sets of data – current performance and future changes

· Considering and understand objective and subjective data and the value of each

How to analysis data

· Define and chart the relevant part of the organization using a variety of techniques

· Analysing data using a variety of techniques such as control limits comparison and flowcharts

· Considering different ways of presenting findings including Pareto charts and cause and effect diagrams

Focusing on Organizational and Group TNA

· Explore the elements of the six stages of organizational development and the impact on TNA

· Explore the information available to conduct an organizational TNA and possible alternative sources of relevant information

· Use the 3 levels of the performance model to ascertain the most relevant level for an organizational TNA

  • Explore the elements of group dynamics and the impact on TNA

· Identify relevant information relating to groups or teams within an organization, using techniques such as SWOT, Feedback,

· Competence frameworks and Customer and Supplier mapping for use within a TNA.

Focusing on Individual TNA

  • Setting clear measurable objectives

· Objective assessment of performance using appraisals, competence frameworks, 360 feedback, etc.

  • Identifying any gaps in knowledge, skill or attitude

· Consider the most appropriate learning intervention – looking at learning styles in order to maximise results

  • Consider options – training, mentoring, coaching, etc.

Duration: Two days

HR for line managers

Performance Management

Organization performance is an aggregate of the performance of the individuals in that organization. Ensuring that individuals are focused on the right things and are delivering against them is vital to continued organizational performance.

This one day workshop will provide line managers with the skills to mange individual performance and use it for improved motivation and accountability.

Who is it for?

Managers who are responsible for the performance of others.

Learning outcomes

By the end of the workshop participants will be able to:

· Explain the benefits of performance management to individuals, teams and the organization

· Set objectives relevant to individuals

· Review performance objectively

· Give feedback on performance in a non-confrontational manner

Workshop content

What is performance management?

· The cascade process

· The connectivity of performance management

Linking individual objectives to organizational objectives

· Team or individual performance

· Measuring inputs or outputs

· Setting objectives

Reviewing performance

· Role and responsibilities

· Gathering evidence

· The review discussion

Giving feedback

· Guidelines for giving feedback

Core skills of performance management

  • Listening

· Assumptive listening

· Questions to deepen and broaden learning

Duration: One day


HR for line managers

Coaching skills

The most effective development takes place in the workplace. Therefore, there needs to be an environment of support to enable development to take place. Line managers who adopt a coaching mind-set are seen as getting the best from their people; encouraging and facilitating work instead of directing and managing.

This two-day workshop will give line managers the coaching skills required to get the most form their people.

Who is it for?

Anyone who wants to improve their coaching abilities.

Learning outcomes

By the end of the workshop participants will be able to:

· Explain the role of the manager as coach

· Describe the learning curve and retention levels for learners

· Use the GROW model as a basis for having coaching discussions

· Demonstrate the core skills of coaching; questioning and listening

Workshop content

What do we mean by coaching?

Traditional manager versus the Manager Coach

  • Concerns and priorities

· Characteristics of effective and ineffective coaches

The learning curve

  • The learning curve
  • Dangers of being comfortable

Retention levels; ensuring people remember

  • The senses
  • The dramatic effect
  • The ‘me’ effect
  • Recognition effect
  • Primary/recency effect

GROW; a model for coaching

· Using the elements of GROW; Goals, Reality, Options and when, where, why etc.

Key skills

  • Three level questioning technique

· Questions to deepen and broaden learning

  • Assumptive listening
  • L.I.S.T.E.N.

Skills practice

Duration: Two days


HR for line managers

Employee Engagement

Engaged employees are shown not only to perform better but also cost the business less; they have less turnover, absence and deliver better service. Organizations need to understand what it is they provide that employees, current and prospective, engage with. This workshop will help managers and HR people reflect on what engages people and how to get more of it.

Who is it for?

Anyone who wants to know how to engage people.

Learning outcomes

By the end of the workshop participants will be able to:

· Define their organizations offering to employees

· Identify what engages employees

· Take steps to match employees aspirations with organizations offering

· Measure and monitor employee engagement

Workshop content

Engagement or satisfaction?

· Difference between engagement and satisfaction in employees

Our offering to employees

· What is our expectation of employees?

· What is it like to really work here?

What employees want?

· Aspiration and preferences in employees

· Recognising what employees respond to

Matching aspirations and organizational expectations

· Being truthful

· Focusing on the right fit

Measuring and monitoring employee engagement

· Selecting your basket of measures

· Recognising the relationship between measures

· Understanding the narrative in the numbers

Duration – One-day


Profile of The People Development Partnership Limited (UK).

Formed in April 2004, The People Development Partnership Ltd brings together consultants with a wide range of backgrounds and experiences. Throughout this diversity our people are focused on providing cost-effective interventions that really achieve business results.

We believe that any development experience should engage individuals and meet the wider organizational needs. To this end we base much of our design on accelerated learning techniques to create interactive, participative events but with the wider organizational context in mind we ensure transferability and applicability back to the work place. Grounding our development approach in real, measurable actions ensures individuals, teams and the organization can see and experience the difference we make in partnership with the client.

· A consultancy focused on delivering solutions that achieve results

· Committed to working with clients to develop solutions that solve their challenges

· Building long term relationships that add value to our services

We have extensive international experience having worked in the Gulf Region, North, East and Southern Africa, South, South-East and Central Asia, North and South America, the Caribbean, Australia as well as Europe and the UK. Our client list includes many global brands covering a range of sectors; telecommunications, oil & gas, financial services, construction supplies, professional services, public services, international development and food manufacturing.

We are regular conference speakers and authors on many articles ranging from

e-learning to HR Business partnering.

Strategic HR programme for Chief Executives and HR Leaders of organisations

10th February 2014

We are organising a Strategic HR programme for Chief Executives and HR Leaders of organisations in different lines of business from Kuwait to have healthy discussions of challenges and solutions at the Queen Elizabeth II Conference Centre which is right in the heart of London (by Westminster Abbey and the Houses of Parliament) in the week of 10th February 2014. This programme will demonstrate how HR can be seen as a value adding function has long been a challenge for HR professionals. The change of focus from transactional to transformational raises many challenges for the business and HR departments. In an ever changing business world how does HR continue to adapt and deliver both on the short and long term? This five-day programme will equip top senior HR professional with the insights needed to develop and/or deliver an HR strategy which is linked to overall business strategy, objectives and delivers results. The event will be delivered by highly experienced HR professionals and is aimed to be highly interactive, informative, practical and fun. This event also includes an exclusive afternoon tour of London and an end of programme dinner on a pleasure cruise boat on the River Thames. To have open minded discussions we do not accept registration for participants from competing firms and the maximum participants accepted for this programme will be 15 registrations.

Developing an overall HR strategy
  • Understand the business model or context necessary to win in chosen market and articulate why good HR strategy matters
  • Clarification of organisational capabilities required to support this business model; one size doesn’t fit all
  • People management as a competitive advantage
  • Decide and design a road-map for HR practices and processes that will create these desired organisational capabilities
  • Learning and development
  • Design an effective learning and development strategy
  • From business goals to learning goals
  • Processes for development; talent, succession planning, leadership development, delivering options
  • Decide on a fit-for-purpose talent management approach
  • Evaluating learning
  • Performance Management
  • Recognise what is performance management why do it at all?
  • The journey towards a performance management culture
  • The benefits of performance management to business, teams, managers and individuals
  • The performance management process
  • Demonstrate how to set SMART goals and deliver targets
  • Engagement and values
  • Understanding individuals aspirations and preferences
  • What we offer and expect from employees
  • What we value as an organisation and how this differentiates us from the competition
  • Ways to improve employee engagement
  • Delivering our HR strategy
  • Four key factors; HR’s contribution, content, channels and competencies
  • Understanding the role HR business partnering; challenge and delivery
  • Developing accountability within HR for its contribution
  • Implementing change