PiB KNOWLEDGE Executive Education & Consulting

2021 Executive Education Courses Virtual learning experience and networking “Great opportunities can only be found outside your comfort zone.” Key Facts

500+ 2000+ 90+ 5 Training Trained Number Countries Delivered professionals of clients in Africa

About us PiB Knowledge is the most trusted and reliable provider of executive education and bespoke learning experiences with the perfect blend of technology and techniques that augment the learning and participants experience on every session.

Our training sessions are highly interactive and practical, delivered by subject matter experts who are competent in providing relevant and applicable learning in a way that drives performance and inspires a life-long learning culture within an organization.

Our long-established background in corporate training and executive education has enables us become the Society for Worldwide Interbank Financial Telecommunication (SWIFT) Learning Centre for the Ghana financial community, offering SWIFT related training courses strictly led by SWIFT instructors.

Global participants Our reputation for delivering innovative and intellectually challenging courses is the reason why fast-track and senior executives from a diverse range of organizations within Africa attends PiB - Knowledge’s executive training courses.

In the heart of Accra Pib Knowledge enjoys an enviable location right at the very centre of West African most peaceful cities. Being in the heart of the capital is fundamental to PiB Knowledge’s identity as an outward looking institution with a dynamic involvement in African affairs.

Dynamic learning environment PiB Knowledge training session are designed to optimize the learning experience, and use only the best of PiB’s modern teaching facilities. A thriving and dynamic community in which to learn and network is created through seminars, interactive lectures, case studies and simulation exercises. WHAT WE ARE OFFERING

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Business Cybersecurity Compliance Consulting 99% of participants would recommend our Executive Education Courses Our clientele:

The Central Bank of Ghana Prudential Bank Ltd Ecobank CalBank Ghana Zenith Bank Ghana National Petralium Commition United Bank of Africa First Atlantic Bank Universal Merchant Bank RepublicBank Ghana Ltd Consolidated Bank of Ghana Tema Oil Refinery Ghana Commercial Bank Dangote Guarantee Trust Bank Gridco Access Bank Plc Ghana Cocoa Board Bank Of Africa Agricultural Development Bank Societe Generale National Investment Bank First Band of Nigeria Fidelity Bank Ghana Courses PiB Executive Education Courses are taught by subject matter expects who are leaders in their respective fields. All our courses are blended with new techniques and technology connecting our theories with the real world in a way that drives performance and inspires a culture of learning. Kindly explore the subjects below to find your course and email us at [email protected] for other courses, in-house training and enquiries. Account, Banking and Finance Certificate in Fixed Assets Accounting and Management - Virtual Learning Rational Special topics in accounting for fixed assets Fixed assets management and accounting is critical for any Ÿ Capitalization of borrowing costs organization as fixed assets are the major resources used to produce Ÿ Decommissioning costs products and generate future benefits. This course discusses the management and accounting of these assets based on the British Accounting over the life of the asset Ÿ Standard Institute Publicly Available Standard (PAS 55). This course Costs incurred subsequent to purchase Ÿ Leasehold improvements includes the 28 points of PAS 55 which help maximize the utilization of Ÿ Accounting for leased assets fixed assets and which are divided into: fixed assets policy, strategy, Ÿ Subsequent expenditures on intangibles management enablers and controls, implementation of management Ÿ Accounting for assets under fair value model plans, performance assessment and improvement, and management Ÿ Concept of component depreciation review. The management and accounting of fixed assets covers all life- Ÿ Depreciation methods cycles of fixed assets from creation or acquisition to utilization and - Partial-year depreciation maintenance until renewal or disposal. The management part also - Straight-line depreciation method - Units of production method includes decision making tools such as NPV, IRR and other capital - Accelerated depreciation methods budget comparative tools used to decide whether to acquire, replace or - Revising depreciation rates refurbish assets. Impairment and disposal The accounting part is based on the International Financial Reporting Ÿ Definition and rules of asset impairment Standards (IFRS), mainly standard number 16 for property plant and Ÿ Impairment measurement and accounting equipment, and IFRS 38 for intangibles. The course covers Ÿ Impairment indicators and computation Ÿ capitalization rules for fixed assets and intangibles, and rules for Accounting for disposing or idling of assets measuring assets at fair value. In addition, the course covers various depreciation methods and assets impairment rules, measurement and Target Audience Fixed assets professionals including supervisors, account managers, purchasing accounting. and facility supervisors and coordinators, financial controllers, new employees handling fixed assets, internal auditors, maintenance assistants and managers, Course Objectives and operations managers. By the end of the course, participants will be able to:

Ÿ Apply the 28 point requirements to establish a whole life asset management system according to PAS 55 and ISO 55000 Ÿ Evaluate investments in fixed assets according to Net Present Value (NPV), Internal Rate of Return (IRR) and other methods Ÿ Recognize and correctly measure fixed assets and intangible assets under International Financial Reporting Standards (IFRS) Ÿ Justify the accounting and reporting for transactions throughout the life of the assets Ÿ Account properly for impairment, disposals, and sales of long lived assets

Asset management function Ÿ Introduction to British Standards Institute’s PAS 55 Ÿ Introduction to ISO 55000 Ÿ Asset management objectives Ÿ Asset management benefits Ÿ Requirements of PAS 55 for effective asset management Ÿ Risk management and asset management

Evaluating investments in assets Ÿ Making investment decisions Ÿ Time value of money Ÿ Net Present Value (NPV) Ÿ Internal Rate of Return (IRR) Ÿ Other tools for valuing investments

Fair value measurement Ÿ IFRS 13 fair value Ÿ Three level hierarchy for Fair Value (FV) Ÿ Valuation techniques under IFRS

Initial measurement of long lived assets Ÿ Measurement and recognition of fixed assets Ÿ Classes of long lived assets Ÿ Construction of tangible assets for internal use Ÿ Measurement and recognition of investment property Ÿ Measurement and recognition of intangible assets Ÿ Required disclosures Account, Banking and Finance

Certificate in Financial Accounting and Foreign Exchange, Money Markets and Reporting - Virtual Learning Derivatives Rational Rational With the rapid developments in accounting standards, regulations, and This course provides a strong foundation on the instruments and industry practices, individuals need continuous training in order to keep activities of the international money and FX markets; and it focuses on abreast of all the changes. They also need to improve the quality of the current profile of the markets and offers insights based on the financial reporting by recording, reporting and disclosing regular and lessons learned from the 2007-09 financial crisis as well as the latest unusual business transactions. 'Financial Accounting and Reporting' is market developments. a course prepared and facilitated by professionals who not only master the theoretical facts of academia, but who also have a solid and Moreover, the course emphasizes the integrated nature of FX, money practical global experience. markets and derivatives. Mastering the mechanics and usages of such instruments provides excellent opportunities for arbitrage, hedging and Course Objectives risk management for those engaged in corporate treasury functions, By the end of the course, participants will be able to: commercial banks and asset management companies. The course also analyses the liquidity characteristics and risks of different Ÿ List the basic financial statements and determine the best structure and instruments and funding strategies. presentation practices Ÿ Recognize important periodical adjustments and their effect on financial Course Objectives statements Ÿ Explain how to properly account for assets, liabilities, equity, revenues and By the end of the course, participants will be able to: expenses during recurrent and non-recurrent transactions Ÿ Identify minimum disclosure requirements in the financial statements for Ÿ Develop a deep understanding of the FX market, its mechanics and major major accounts of transactions participants Ÿ Analyze the role and impact of central banks on FX and money markets Course Content Ÿ Examine the nature of money supply, open market operations and Financial statements and business decisions quantitative easing Ÿ Ÿ The financial accounting cycle Demonstrate a thorough understanding of liquidity, capital adequacy and Ÿ Relationship among financial statements solvency Ÿ Ÿ Income statement Apply analytical skills to key financial products within global money markets Ÿ - Presentation by nature or function Explain the logic and uses of financial derivatives – forwards, swaps and - Minimum presentation requirements of income statement accounts options Ÿ - Other comprehensive income components Develop an understanding of key strands of financial risk management Ÿ Balance sheet - Classification as current and non-current Course Content - Minimum presentation requirements of balance sheet accounts Interface of money markets and foreign exchange (FX) - Definitions of accounts in the balance sheet Ÿ Size of the markets Ÿ Correct presentation for statement of owners' equity Ÿ Issuance of Treasury instruments, repos, bankers acceptances, commercial Ÿ Exploring the three sections of a cash flow statements paper Ÿ Essential notes and disclosures to the financial statements Ÿ Overview of the Euromarkets - Business entity and basis of preparation Ÿ London Interbank Offered Rate (LIBOR) - Accounting policies Ÿ Treasury bill issuance in different jurisdictions - Related party transactions Ÿ The mechanics of the Repo market - Commitments and contingencies Ÿ Forward rates for interest rate and FX - Risk managements Ÿ Effective yields when risk adjusted for FX exposures - Subsequent event Ÿ Arbitrage and interest rate parity Ÿ Current market conditions Ÿ Accounting adjustments Risk premia, key money markets spreads and currency outlook Ÿ Accruals and unearned revenues Ÿ Prepayments and deferrals Role of central banks in the financial system Ÿ Accounting estimates Ÿ Overview of central banks - Depreciation - Federal Reserve - Impairment - European Central Bank - Interest capitalization - People’s Bank of China - Allowance for doubtful receivables - Bank of Japan - Allowance for slow-moving inventory - Bank of England - Provisions Ÿ Structure of a central bank balance sheet - Fair value adjustments Ÿ Characteristics of central bank’s assets and liabilities - Income taxes Ÿ Lender of last resort Ÿ Summary of Open Market Operations Ÿ Unorthodox monetary policy including quantitative easing (QE) Financial reporting for major accounts and transactions Ÿ Independence of central banks Ÿ Measuring and reporting accounts receivable Ÿ Financial stability and macro-prudential policy - Estimating and accounting for bad debts Ÿ Forward guidance and transparency of decision making Ÿ Costs to be capitalized in inventory value Ÿ Management of FX reserves and exchange rate policy - Presenting inventory at lower of cost or net realizable value Ÿ Nature of payments systems – real-tim gross settlement systems (RTGS), Ÿ Classifying, measuring and recording long lived assets net settlement, Fedwire, Target2 Ÿ Repairs, maintenance, and additions to long lived assets Ÿ Accounting and reporting for intangibles Ÿ Accounting for investments Monetary policy and money supply Ÿ Ÿ Definitions and classification of liability accounts Overview of the policy committees - Federal Open Market Committee (FOMC) - Monetary Policy Committee of the Bank of England (MPC of BOE) Target Audience - European Central Bank (ECB Governing Council) Professionals in the field of finance and accounting, accountants at all levels - The People’s Bank of China (PBOC) governance seeking to enhance practical finance and accounting knowledge, and certified financial and accounting personnel. Account, Banking and Finance

Ÿ Overview of money supply The global regulatory framework Ÿ Monetary tools and how they impact money supply Ÿ Overview of the Basel III framework Ÿ How is money created in a modern economy Ÿ Key provisions of Basel III related to market risk, credit risk, liquidity risk and Ÿ Inflation targeting operational risk Ÿ Central bank reserves Ÿ Pillars 2 and 3 of Basel accords and role of Ÿ Explanation of the Taylor rule Ÿ central banks as supervisors Ÿ Term structure of interest rates Ÿ Contrast macro-prudential policy initiatives with traditional micro- prudentialPro-cyclical and counter-cyclical risk management Foreign exchange market characteristics Ÿ Dodd Frank Act and Financial Stability Oversight Council (FSOC), Volcker rule Ÿ Size of market, volumes, participants, major currency pairs Ÿ Regulatory investigations into market abuse Ÿ Regional breakdown of where and when most FX trading takes place Ÿ USA - the Federal Reserve, Treasury, Securities and Exchange Commission Ÿ Key role of London market in FX trading (SEC), Commodity Futures Trading Commission (CFTC), Federal Deposit Ÿ Historical background to today’s FX market Insurance Corporation (FDIC)UK - Bank of England, Prudential Regulation Ÿ Role of the International Monetary Fund (IMF) and Special Drawing Rights Authority (PRA), Financial Conduct Authority (SDR’s) Ÿ European Union – ECB, the European Stability Mechanism (ESM), the Ÿ Global FX reserves European Securities and Markets Authority (ESMA) Ÿ Review of several key historical FX rates Ÿ Trans national – Bank for International Settlements (BIS), Global Financial Ÿ Price of gold and relationship to the US Dollar index Stability Board etc. Ÿ Sarbanes-Oxley – risk disclosure, stringent accounting requirements, impact Interest rate (IR) swaps on IT policies Ÿ Basic structures and terminology of swaps Ÿ Volcker Rule – restrictions on activities/structure of banks Ÿ Business case for using IR swaps Ÿ Contrast money market rates and IR swap rates Ÿ Notion of swap as an aggregation of forward rate agreements Target Audience Ÿ Pricing the fixed leg and interpreting the swap markets This course is suitable for all those working within the banking industry, including Ÿ Counter party risk wealth managers, auditors, accountants, finance specialists, risk managers, and Ÿ Recognition that credit valuation adjustment (CVA) is integral part of trading treasury and product control professionals. It is also suitable for those working practices and pricing of derivatives and not just a regulatory (Basel) issue with financial services and in corporate finance positions. Ÿ Over-The-Counter (OTC) market versus Swap Execution Facilities (SEF’s) Ÿ Collateralized OTC trades versus margin based Central Clearing Party (CCP) platforms Ÿ Netting arrangements

Credit default swaps (CDS) Ÿ Terminology – protection buyer/seller, reference entity, Ÿ Naked CDS positions Ÿ Contrast between a CDS and a financial insurance contract Ÿ Equating actual and contingent payments Ÿ Inputs to model - default probabilities, loss given default (LGD), forward curve Ÿ Sovereign and corporate markets Ÿ Single name CDS versus basket products, nth to default structures Ÿ Determination of a credit event Ÿ Recent amendments to the International Swaps and Derivatives Association (ISDA) protocols on determination of credit events Ÿ ISDA protocols

Using derivatives for general hedging purposes Ÿ Key concepts of hedging equity and fixed income risk with derivatives Ÿ Using index futures and options to hedge equity portfolio Ÿ Hedge ratio calculation for equity futures Ÿ Calculating portfolio beta Ÿ Options strategies Ÿ Using forwards to hedge forex risk Ÿ Using swaps to hedge credit risk Ÿ Using variance swaps to hedge volatility risk

Asset/liability management and the treasury function Ÿ Interest rate risks Ÿ Market risk i.e. re-valuation of bank holdings from changes in interest rates Ÿ Accounting issues related to fair value accounting Ÿ Duration gap analysis Ÿ Interest rate forecasting Ÿ Review of inflation protected securities Ÿ Estimating the Term Liquidity Premium in money markets Ÿ Funds Transfer Pricing (FTP) mechanics Ÿ Contingency buffers for liquidity risk management Ÿ Funding Value Adjustment (FVA) Ÿ Bank funding curves Ÿ Applying the correct FTP charges for strategic balance sheet management Account, Banking and Finance Trade Finance, Letters of Credit and Bank Guarantees - Virtual Learning Rational Letters of bank guarantee Securing company’s assets while transacting with local and Ÿ Tender guarantee international customers is critical for the success and sustainability of Ÿ Advance payment guarantee Ÿ a business. In this course, you will learn how to properly transact with Performance guarantee Ÿ Warranty bond foreign companies to support your topline without sacrificing your Ÿ Retention guarantee assets and financial stability. You will also learn how to negotiate with Ÿ Accounting treatment trade counter-parties to secure favorable commercial terms. Target Audience Course Objectives Financial controllers, procurement professionals, financial analysts, business By the end of the course, participants will be able to: development managers, financial managers, management accountants, business analysts and treasury professionals. Ÿ Understand trade finance fundamentals and best practices Ÿ Explore banking facilities related to trade finance Ÿ Better negotiate contracts commercial terms Ÿ Understand and utilize different types of available letters of credit Ÿ Understand and utilize different types of available letters of bank guarantee

Course Content Financial statements and business decisions Ÿ What is trade finance? Ÿ Exporter and importer conflicting goals Ÿ Risks involved - Product and manufacturing - Transport - Commercial - Adverse business - Political - Currency - Financial Ÿ Participants in international trade transactions Ÿ Terms of payments Ÿ Critical questions in selecting terms of payment Ÿ Shipping documents Ÿ Shipping terms Ÿ Documentary collection Ÿ Documentary credit Ÿ International trade issues

Banking facilities and services for exporters and importers Ÿ Overdraft facilities Ÿ Negotiation with banks Ÿ Bills advance Ÿ Documents presented Ÿ Factoring Ÿ Loan against imports Ÿ Trust receipt facilities Ÿ Export credit insurance

Contractual relationship between contract parties Ÿ Buyer versus seller Ÿ Applicant versus issuing bank Ÿ Issuing bank versus beneficiary Ÿ Issuing bank, advising bank and beneficiary Ÿ Issuing bank, confirming bank and beneficiary Ÿ Beneficiary versus negotiating bank

Letters of credit Ÿ Transferable credit Ÿ Back to back credit Ÿ Red clause credit Ÿ Revolving credit Ÿ Standby credit Ÿ Accounting treatment Ÿ Disadvantages of the letter of credit Ÿ Letter of credit discrepancies Ÿ Terms of sale and delivery Administration and Secretarial Management

Certificate in Administration and Office Management - Virtual Learning Rational Ÿ Meeting common time wasters What differentiates exceptional administrators from the rest of the Ÿ Taking minutes of meetings Ÿ crowd? What does it take to be a star administrator? This course gives Responsibilities of meeting leaders and participants essential and in-depth practical techniques that will enable you to excel Using the telephone properly at your workplace. In this course, you will learn multi-disciplinary best Ÿ Professional telephone behavior practices such as how to be a better business writer and a master Ÿ Rules for good listening communicator. This course also focuses on the importance of Ÿ Steps in professional handling of an incoming call providing exceptional internal and external customer service and the Ÿ Dealing with difficult callers impact of doing this. Moreover, you will thoroughly have the chance to Ÿ Identifying common phone problems and formulating solutions discuss the effects of stress at the workplace and ways to turn stress to an advantage. You will also learn how mastering your effective usage of Target Audience time will inevitably enhance your productivity and lower your stress Administrators, assistants, executive secretaries, existing or prospective office managers, senior administrators and supervisors of junior level employees. level. Another topic you will delve into is organizing and running an effective and professional meeting. Finally, you will learn in detail, how you can improve your phone handling capabilities.

Course Objectives By the end of the course, participants will be able to:

Ÿ Define and understand the role of the office manager and administrator Ÿ Implement verbal and written communication strategies needed for carrying out responsibilities in an effective manner Ÿ Develop a service attitude and mindset aimed at the internal and external customer Ÿ List the main causes of stress and apply the techniques needed to control them Ÿ Apply time management techniques required for better office productivity Ÿ Organize meetings effectively Ÿ Handle telephone calls properly and professionally

Course Content The role of the office manager and administrator Ÿ Perception versus reality Ÿ The 3Ds of successful administrators: dramatically and demonstrably different Ÿ Competencies required for success Ÿ What it takes to be a 'star' at work Ÿ Identifying your role

Effective verbal and written communication skills Ÿ Improving credibility and gaining recognition Ÿ Importance of having positive attitude Ÿ Being assertive Ÿ Selling your ideas to the boss, colleagues, subordinates and clients Ÿ Preparing a professional presentation Ÿ What constitutes professional business writing Ÿ Style and layout Ÿ Obtaining your objective with the reader Ÿ Expectations of readers

Serving the internal and external customer Ÿ Understanding the needs of internal and external customers Ÿ Removing services barriers Ÿ Providing excellent service Ÿ Breaking down the silo mentality Ÿ Handling complaints

Stress management techniques Ÿ Causes and symptoms Ÿ Identifying your stressors Ÿ How stress affects performance Ÿ Formulating a comprehensive stress management plan

Managing time Ÿ Identifying and eliminating time wasters Ÿ Setting goals and priorities Ÿ Using measures to control and improve your effectiveness Ÿ Planning and managing time for self and others Ÿ Preparing time logs and learning from them

Organizing meetings Ÿ Elements of an effective meeting Ÿ Preparing the agenda Administration and Secretarial Management Executive/PA Masterclass - Virtual Learning

Rational Mastering management practices Executive assistants nowadays hold a very important position of Ÿ Planning influence and need to build a powerful partnership with the senior - Setting SMART objectives management team. This course will enable you to have the right - Writing your personal goal setting plan competencies in order to work in partnership with your manager. After Ÿ Organizing all, your success will have a direct effect on your manager's success. - Delegating effectively This course seeks to supplement your current set of capabilities by - Setting task priorities adding other highly needed competencies that will lead to excellence in your position. Ÿ Directing/leading - Understanding the team dynamics During this course, you will discover ways to enhance your confidence - The coaching clinic and forward thinking ability, allowing you to become a true business Ÿ Controlling partner with the executive team. You will learn and practice powerful - Setting useful metrics emotional intelligence strategies which you can immediately apply at - Building and maintaining systems the workplace. Moreover, you will participate in detailed discussions on the importance of building systems and having a systematic thinking Mastering management practices approach, leading you to create several systems at the workplace. The Ÿ Forging a customer service culture in your office next segment of this course discusses how to professionally deal with - The importance of internal customer service visitors, internal customers and external customers and how to make - Making your department customer friendly - Dealing with visitors your department and company more customer friendly. Finally, you will learn how to develop action plans that will enhance your professional Ÿ Creativity tools for decision making image and the image of your department and company. - Definition of creativity - Creativity tools for generating improvements Course Objectives - The personal creativity profile By the end of the course, participants will be able to: Ÿ Stress management Ÿ Provide full support to stakeholders in order to enhance the success of the - Identifying causes of stress business - The personal stress worksheet Ÿ Apply emotional intelligence to foster excellent business relationships both - Time management preventive measures laterally and vertically Ÿ Harness modern communication concepts and strategies to facilitate work Target Audience flow Senior administrators, office managers, executive assistants and supervisors of Ÿ Use the main functions of management to build and maintain different junior staff who already possess the essential administration skills and are organizing systems that will lead to increased productivity seeking to further advance their career. Ÿ Demonstrate professional skills in using creativity, serving internal customers, and managing stress

Course Content Progressive role of the executive or personal assistant Ÿ Understanding the strategic role of today’s executive assistant Ÿ Working 'with' versus working 'for' your leader Ÿ The challenges impacting the 21st century administrators Ÿ The competencies of the modern personal assistant Ÿ Self-empowerment: creating your own mission statement Ÿ Developing forward thinking: being a proactive thinker Ÿ Using technology to get things done

Emotional intelligence (EI) tact and skills for handling people Ÿ Definition of EI Ÿ The conceptual model Ÿ Understanding the four dimensions of EI: - Awareness of own role - Management of own responsibilities - Awareness of office politics and environment - Management of stakeholders Ÿ Recognizing how stress and feelings affect performance Ÿ Applying EI in building relations and dealing with difficult situations

Effective interpersonal and written communication Ÿ Managing digital data and information with paper records Ÿ Creating the “dReaM” team to govern the records management processes Ÿ Accessibility, availability, and retention of information Ÿ Protection, security and sharing of information

Delivery – People and Educating for the Future Ÿ Building excellent relationships with colleagues Ÿ Dealing with difficult personalities Ÿ Developing self-confidence and assertiveness Ÿ Presenting your ideas and influencing others Ÿ Effective Business writing: - Writing powerful emails - Writing minutes of the meeting Administration and Secretarial Management Certificate in Records Management - Virtual Learning Rational Ÿ Meeting common time wasters Records management today is a combination of many subjects, Ÿ Taking minutes of meetings Ÿ including retention, security, privacy and governance of both data and Responsibilities of meeting leaders and participants information. It is the customer/user-facing side of managing Using the telephone properly information and is truly a change management and people (education) Ÿ Professional telephone behavior issue. With the introduction of new technology that enables us to Ÿ Rules for good listening communicate in many different and innovative ways, it is more Ÿ Steps in professional handling of an incoming call important than ever that data and information contained in your Ÿ Dealing with difficult callers organization are properly managed. Ÿ Identifying common phone problems and formulating solutions

This course explores this topic and enables participants to define the Target Audience purpose and goals for a records management program, to discover the Administrators, assistants, executive secretaries, existing or prospective office managers, senior administrators and supervisors of junior level employees. risks and the rules to mitigate and comply, to develop the policies and to deliver the right education to colleagues and stakeholders in the organization.

Course Objectives By the end of the course, participants will be able to:

Ÿ Define the purpose behind their records management program and identify deliverable goals for the organization Ÿ Discover how to recognize risks and information management issues within the organization and understand how to bridge the gaps to provide low risk and compliant processes Ÿ Develop different methods and processes using new and existing technology for managing document control data and information Ÿ Deliver records management through education and learning to others in the organization so that they assist in achieving the organizations’ goals

Course Content Definition – Purpose and goals Ÿ Definition of records management Ÿ Where it fits within the information governance framework Ÿ Enterprise goals for managing data and information Ÿ Matching goals to purpose and business strategy

Discovery – Risks and Rules Ÿ What you have and why you have it Ÿ How information is used in the organization Ÿ Identifying the risks

Development – Principles and Policies Ÿ Managing digital data and information with paper records Ÿ Creating the “dReaM” team to govern the records management processes Ÿ Accessibility, availability, and retention of information Ÿ Protection, security and sharing of information

Delivery – People and Educating for the Future Ÿ Accountability – working with the business units to deliver governance Ÿ Compliance and audit Ÿ Technology and what the future holds

Target Audience Administrators, assistants, executive secretaries, existing or prospective office managers, senior administrators and supervisors of junior level employees. Auditing, Governance, Risk and Compliance

Data Governance, Protection and Compliance Report Writing for the Internal Auditor - Management - Virtual Learning Virtual Learning Rational Rational This course provides participants with in-depth knowledge in Data In today's environment, the audit department is frequently measured on Governance, Privacy and Data Protection and practical skills to help the quality of its primary output: the audit report. manage, plan, support, analyze, deliver and support an ever-growing volume of data and information within their organizations. The course In many cases the effectiveness of the audit itself can be impacted by addresses international best practices, address industry regulations, the quality of the audit report. legal requirements, information compliance, auditing and cyber security standards. As such, it is critical that the report is professional and communicates the desired message in a clear, concise and unambiguous way. More specifically, the course covers best practices and international standards including ISACA, ISO 8000 - International Data Management This course will enable auditors to write and structure persuasive and Standards, Data Analysis, Data Analytics, Big Data, Database, Data impactful audit reports that will call their readers to action. Warehouse, Reporting, Information Compliance, Data Security based on ISO27001 – Information Security, Master Data Management (MDM), Course Objectives Metadata Management & Records Management Compliance. By the end of the course, participants will be able to:

Course Objectives Ÿ Distinguish barriers to effective written communication and how to By the end of the course, participants will be able to: overcome them Ÿ Structure the audit report for impact Ÿ Ÿ Understand how data and information can be managed more efficiently and Present audit findings in a clear and concise manner Ÿ effectively within organizations to tackle Privacy, Data Protection and Cyber Identify the target audience and adapt their writing accordingly Ÿ Security threats and risks Produce an organized and structured audit report draft Ÿ Recognize Data Governance controls, policies and strategies to capture, manage and securely dispose of business data and records Course Content Ÿ Develop action plans to manage information compliance, audits, legislation Introduction to report writing and regulations through review of information and information management Ÿ Value of the audit report controls - Measuring return Ÿ Set up and implement a Data Governance project, including addressing roles - Ensuring a "needs" fit and responsibilities, risk management and improving business processes - Maintaining quality control Ÿ Manage data to international best practices ISACA, ISO 8000 - International Ÿ Elements of written communication Data Management Standards, Privacy and Global Cyber Security Ÿ Barriers to written communication Ÿ Constructs of written communication Course Content - Clear writing techniques Ÿ International Data Management Standards The writing act Ÿ Introduction to Data Governance and Management - Preparing to write Ÿ Managing Structured and Unstructured Data - Writing the first draft Ÿ Data Lifecycle Management (DLM) Ÿ Master Data Management (MDM) The audit report findings and structure Ÿ ISO 8000 - Information and Data Quality Ÿ Audit findings and their presentation Ÿ Data Management Skills and Responsibilities Ÿ Structuring an audit report Compliance, Regulations, Data Security and ISO 27001 - Areas to cover Ÿ Data Governance Management Standards and Compliance - Determine the audience Ÿ ISACA Auditing Standards - Likely findings Ÿ General Data Protection Regulation (GDPR) and Privacy - Technical appendices Ÿ Document and Records Management Compliance - Summarizing working papers into reportable narrative Ÿ ISO27001 Information Security and Cyber Security - Use of planning worksheets Ÿ Differing types of reports Analysis, Analytics, Mining and Reporting Ÿ Data Analysis Ÿ Data Modelling Drafting the audit report Ÿ Ÿ Data Analytics Analyzing the prospective audience Ÿ Business Intelligence (BI) Reporting - Who the audience is Ÿ Data Mining - Number of readers Ÿ Management Reporting - Organizational status Ÿ Business Process Modelling - Knowledge background Ÿ Data Flow Diagrams (DFDs) - Attitude to audit - Personal agendas - Hot topics Data Governance IT Solutions - Key stakeholders Ÿ Enterprise Content Management Systems Ÿ Writing the draft Ÿ Document and Records Management - Scheduling time Ÿ Data Dictionary, Data Analysis and Data Mining - Writing as you go Ÿ Relational Databases and Indexing - Structuring your thoughts Ÿ Archiving and Preservation - Draft quickly and polish later - Use of clear writing techniques Developing Policy, Procedures and Action Plans Ÿ Evaluation of the draft Ÿ Data Governance Management Polices - Checking for substance and strategy Ÿ Develop Data Lifecycle Management Procedures - Capturing and maintaining the reader’s attention Ÿ Create Data Governance Management Action Plan

Target Audience This course is suitable for IT professionals, document controllers, auditors, site administrators, general management and anyone tasked with managing and protecting data and information. This also includes professionals already familiar and involved with data management and seeking to build on their fundamental principles of managing data, information and records. Auditing, Governance, Risk and Compliance

Editing the audit report Certificate in Anti-Money Laundering - Ÿ Editing the report - Bottleneck Virtual Learning - Causes of auditor frustration Rational - The "Kilroy was here" syndrome This practical course gives you knowledge and necessary guidance on - Editing for substance, readability, correctness and style Ÿ Editing others’ work how to approach Anti-Money Laundering (AML) compliance within your - Applying appropriate levels of editing organization. The course follows international best practice in AML, - To change or not to change? and covers both Anti-Money Laundering and Counter Terrorism - Build the writer's pride of authorship Finance (CTF) Frameworks. Ÿ Building a desire to write well This course is ideal for professionals seeking to learn how to identify The final audit report and combat money laundering activities, and to protect their Ÿ Production of the final version organizations. Both, participants with no previous AML experience and - Polishing the report - Deciding distribution participants seeking AML certification, benefit from this course. - Management responses - Audit replies Course Objectives Ÿ Selling the report By the end of the course, participants will be able to: - Writing the summary - Supporting evidence Ÿ Understand international money laundering standards and the participants - Conducting report presentations role as an Anti-Money Laundering Officer or Money Laundering Reporting - Responding to questions Officer (MLRO) within their organization Ÿ Establish a risk based approach to AML, the AML/CTF Framework, business risk assessments and suspicious activity reports Ÿ Assess customer, product and jurisdictional risk, and identify red flags Ÿ Develop methods for training and culture to identify and combat money laundering activities related to their organization

Course Content Introduction to Money Laundering Ÿ Explanation of Money Laundering Laws Ÿ International standards Ÿ Wolfsberg principles Ÿ Foreign Assets Control

The Role and Responsibilities of a MLRO Ÿ The role of the MLRO Ÿ The Annual AML Return Ÿ Training and Awareness Ÿ Risk Based Approach

AML in the workplace Ÿ AML policy Ÿ Business Risk Assessment Ÿ Customer Risk Assessment Ÿ Customer Due Diligence (EDD) Ÿ Politically Exposed Person (PEP) Ÿ Enhanced Due Diligence (EDD) Ÿ Source of Funds and Source of Wealth (SOF, SOW)

Monitoring and Screening Ÿ Monitoring Customers Ÿ Monitoring Transactions Ÿ Sanctions Ÿ Screening Employees

Culture and Awareness Ÿ Awareness Campaign Ÿ Role based training Ÿ Corporate culture

Escalation Ÿ Examples of warning signs Ÿ Record keeping Ÿ Internal Escalation Process Ÿ Suspicious Activity Reports

Tax Evasion Ÿ Tax Evasion Ÿ Tax Avoidance Ÿ US Foreign Account Tax Compliance Act (FATCA) Ÿ Ensuring compliance

Target Audience This course is suitable for Compliance Officers, AML Officers, Money Laundering Reporting Officers (MLROs), Know Your Customer (KYC) analysts, auditors and any other professionals with responsibilities for financial compliance within their organization. . Auditing, Governance, Risk and Compliance

Governance, Risk and Compliance (GRC) - Virtual Learning Rational Implementing controls in business cycles This course includes discussions about board structure, committees Ÿ Controls in purchase and payment cycle and their functions while covering the detailed process of managing Ÿ Controls in inventory and costing cycle Ÿ risks as per the Committee of Sponsoring Organizations of the Controls in HR and payroll cycle Ÿ Controls in sales and collection cycle Treadway Commission (COSO) requirements. In addition, the course Ÿ Controls in fixed assets life cycle includes a discussion on internal controls that are used to respond to the risks in different areas of the corporation. Compliance is also Target Audience covered per latest developments. Board members, chief financial officers, senior management, directors, finance managers, financial controllers, accounting and finance personnel, legal counsel, Course Objectives corporate legal advisors, corporate secretaries, lawyers, external and internal By the end of the course, participants will be able to: auditors, HR managers, and department heads.

Ÿ Define corporate governance and its relation to risk management and internal controls Ÿ Discuss the roles and responsibilities of the various stakeholders in a private or public organization Ÿ List the functions of corporate governance and differentiate between the various models Ÿ Identify the areas of risk management and its internal and external environment changes Ÿ Identify the proper controls to be implemented in various business cycles

Course Content Overview of governance, risk management and internal controls Ÿ Definition of corporate governance Ÿ The scope of corporate governance Ÿ Essential corporate governance principles Ÿ Code of conduct Ÿ The board of directors Ÿ The audit committee Ÿ Other committees Stakeholders in Corporate Governance (CG) Ÿ Stakeholders Ÿ Shareholders rights Ÿ Directors’ duties and rights Ÿ Internal auditors and external auditors Ÿ Risk based decision making Ÿ CG failure effects Ÿ The efficient board Functions of corporate governance Ÿ Independence of the board Ÿ Selection, remuneration and evaluation of the board Ÿ Analyzing current company’s CG system Ÿ Disclosure and transparency

Introduction to compliance Ÿ Definition of compliance Ÿ Importance of compliance Ÿ Practical examples of compliance Ÿ Risks of compliance

Enterprise Risk Management Ÿ Risk perception Ÿ Why should we care about risk Ÿ Internal environment changes Ÿ External environment changes

Risk management areas Ÿ Strategic Ÿ Operations Ÿ Reporting Ÿ Financial Ÿ Health and safety

Risk management process per COSO guidelines Ÿ Internal environment Ÿ Objectives setting Ÿ Event identification Ÿ Risk assessment Ÿ Risk response Ÿ Control activities Ÿ Information and communication Ÿ Risk monitoring Communication and Writing Skills

Advanced Communication Skills - Crisis Communication Skills - Virtual Learning Virtual Learning Rational Rational The aim of this course is to assist you in becoming a more effective What do the 2010 British Petroleum spill, the disappearance of communicator by identifying people’s thinking patterns and preferred Malaysia Airlines flight MH 370, and the financial crisis of 2008 have in learning methods and by tailoring your communication accordingly. common? They were all unexpected crises that rocked the world and Getting a better understanding of how you communicate with others as created seemingly insurmountable Public Relations (PR) challenges well as how others communicate with you will improve business and for the organizations involved. This course provides participants with personal relationships. Moreover, this course will help you fine-tune the the opportunity to identify how a crisis can impact an organization and way you interact with others, which can be the key to your workplace what should be done to mitigate its effects. The course focuses on how and overall success. to prepare the communication function to respond rapidly and effectively in the event of a crisis in order to be able to manage Course Objectives perceptions in the media and online. By the end of the course, participants will be able to: By attending this course, you will learn best practices in crisis Ÿ Use advanced communication tools and skills to deliver various types of communication management, situation analysis, risk assessment, messages crisis team formation and responsibilities, protocols, and resources to Ÿ Describe and harness the power of body language be used such as crisis manuals and communication tools. Ÿ Practice and use assertiveness skills in different situations Ÿ Demonstrate the use of the secrets of influence for effective communication Course Objectives Course Content By the end of the course, participants will be able to: Defining effective communication Ÿ Myths about communication Ÿ Identify the different types of crises and their aspects Ÿ Communication functions Ÿ List the various principles of crisis communication Ÿ The four laws of communication Ÿ Devise crisis management processes aimed at mitigating potential crises in Ÿ Communicating for results their organizations Ÿ Understanding elements of communication Ÿ Demonstrate the benefits of using the media in a crisis situation The art of listening Ÿ Evaluate and prioritize the dimensions involved in crisis communication Ÿ Common listening issues management Ÿ Guidelines for effective listening Ÿ Analyze and interpret results achieved through crisis communication Ÿ Effective listening and paraphrasing techniques management Ÿ Understanding different listening styles: active versus passive styles Ÿ Improving the information recall rate Course Content Mastering body language introduction Ÿ The power of appearance Ÿ Definition of a crisis Ÿ Communicating through colors Ÿ Overview of communication Ÿ Evaluating your body language skills Ÿ Various types of crises Ÿ Eliciting thinking patterns through eye movement Ÿ Key aspects of a crisis Ÿ Building rapport using body language Ÿ Evolution of a crisis

Advanced assertiveness skills Principles of crisis communications Ÿ Understanding assertiveness: definition and values Ÿ Setting your clear objective Ÿ Components of passive, assertive and aggressive styles Ÿ Responding quickly Ÿ Assertiveness rights and responsibilities Ÿ Accepting responsibility Ÿ Activities for practicing assertive behavior Ÿ Appropriate messaging Ÿ Profiling your audience Ÿ The power of influence and persuasion Showing and maintaining credibility Ÿ Ÿ Definition and characteristics of influence Coordinating with others Ÿ Ÿ The 6 principles of persuasion: how to apply them Continuous monitoring Ÿ Bases and sources of power Ÿ Dealing with difficult people using persuasion Crisis management process Ÿ Pre-crisis phase Target Audience - Crisis Management Plan (CMP) This course is targeted at employees, supervisors, middle managers and senior - Crisis Management Team (CMT) managers seeking to take their communication skills to the next level by - The spokesperson's role Ÿ developing advanced communication techniques and strategies. Crisis event phase - Initial response -Reputation repair Ÿ Post crisis phase - Lessons learned - Follow up with communication

Crisis communication and media Ÿ Media and communication Ÿ Media as a partner in crisis response Ÿ Social media and crisis communication Ÿ Social media as a beneficial tool or a challenge Ÿ Dynamic use of social media in crisis communication

Dimensions of crisis communication management Ÿ Standard operating decisions dimension Ÿ Victims management dimension Ÿ Trust and credibility dimension Ÿ Behavior dimension Ÿ Professional expectations dimension Ÿ Ethical dimension Ÿ Lessons learned Communication and Writing Skills

Effective Report Writing Techniques - Virtual Learning How to measure your results in a crisis Rational Ÿ Measuring outputs In this course, we will describe the different types of reports. We will Ÿ Measuring impact master the structuring and scoping of reports, from conception to Ÿ Measuring outcomes completion. We will also learn to write for our specific audience with a Ÿ Steps for a measurement program - Defining your objectives tangible sense of purpose. Finally, we will discover a logical approach - Defining your audience towards developing visual aids to support our representation of the - Defining your criteria and benchmarks facts, conclusions and recommendations that comprise the report. - Deciding upon your timing, budget and measurements tools - Analyzing results for conclusions and recommendations Course Objectives By the end of the course, participants will be able to: Target Audience This course is targeted at team leaders, supervisors and managers of public Ÿ Write purposeful business and technical reports that meet readers' relations sections as well as any staff member who may be involved in managing requirements communication issues during a crisis. Ÿ Utilize different templates and report types to achieve reporting objectives Ÿ Generate reliable conclusions effectively by researching, analyzing and organizing information Ÿ Provide evidence-backed recommendations to support management decision making Ÿ Use visual aids appropriately to support the presentation of information Ÿ Apply advanced methodologies to make every report a winning report

Course Content The report writing process Ÿ Report writing overview5 easy steps to report writing Ÿ Understanding your audience Ÿ Articulating intended purpose Ÿ Planning content and style Ÿ Employing essential writing building blocks Ÿ Business writing: express or impress?

Reporting structure Ÿ Structuring tools Ÿ Arranging different sections of a report Ÿ Writing captivating introductions Ÿ Conducting research and analysis Ÿ Delivering evidence-backed findings Ÿ Deriving unbiased conclusions Ÿ Tools and methodologies for deriving recommendations Ÿ Bringing it all together: a cohesive and coherent report’ Ÿ Story telling elements

Report types and templates Ÿ Recognizing different reporting structures Ÿ Matching reports to situations Ÿ 6 reporting types - Investigative reports -Progress and status reports -Periodic reports -Instructional reports -Proposals -Financial reports Ÿ Reporting templates

The power of visual aids Ÿ Using visual aids Ÿ Principles for designing visual aids Ÿ Recognizing different visual aids Ÿ The role of visual aids Ÿ Applying principles of design Ÿ Using images, diagrams, graphs, charts and tables for impact Ÿ Integrating visual aids into a report Ÿ Essential visual aid checklist

Reports that win Ÿ Elements of winning reports Ÿ Using writing tone effectively Ÿ Applying scientific tools and methodologies Ÿ Mastering the 'so what?'Building rapport Ÿ Mastering editing techniques

Target Audience All those who are required to prepare technical reports such as engineers, safety officers, technicians, accountants, managers and others. Data Management and Business Intelligence

Digitization and File Management - Blockchain Professional - Virtual Learning Virtual Learning Rational Rational This course provides participants with in-depth knowledge in 10% of the global gross domestic product (GDP) is likely to be stored on Digitization as well as with practical skills to help manage, plan, the blockchain by 2027, as forecasted by The World Economic Forum analyze, deliver and support an ever-growing volume of data and (WEF). Is your organization ready for it? information within their organizations. The course covers international best practices, industry regulations, legal requirements, information Now, more than ever, organizations need to understand the potential of compliance, auditing and security standards; including National blockchain technology and how it might affect their competitive Archives Digitization and Guidelines, Scanning, Archiving and Digital landscape. Looking into real-world applications across a large set of Preservation and ISO 13008 Digital Records Conversion and Migration. industries, this course deep-dives into the working of blockchains, helps you navigate through the use-cases for your industry, and sheds Course Objectives light on the regulatory, business and implementation aspects of By the end of the course, participants will be able to: blockchain.

Ÿ Understand how data and information can be digitized and managed more Course Objectives efficiently and effectively within organizations By the end of the course, participants will be able to: Ÿ Develop action plans for scanning, workflow and integration of digital information to support compliance, audits, legislation and regulations Ÿ Understand the inner workings of public and permissioned blockchains Ÿ Establish and implement a Data Digitization project, including systems, roles Ÿ Assess the viability of blockchain use-cases and responsibilities Ÿ Select the best blockchain platforms and service providers depending on the Ÿ Manage data against international best practices, including ISO 13008 Digital use case Records Conversion and Migration Ÿ Consider the business and regulatory implications of blockchain Ÿ Develop digitization policies and working procedures Ÿ Design blockchain solutions and lay out implementation strategies for their Ÿ Formulate and manage data in accordance to ISO 27001 Information organizations Security standards Course Content Course Content Blockchain fundamentals Introduction to Digitization and Standards Ÿ The why of blockchains Ÿ Introduction to digitization and file management Ÿ The concept of distributed storage Ÿ Managing structured and unstructured data Ÿ A brief introduction to the concept of private and public blockchains Ÿ Scanning and capture Ÿ An introduction to the rules of the blockchain Ÿ Workflow Ÿ A more technical deep-dive (into Bitcoin or Ethereum) Ÿ Metadata, indexing and classification Ÿ Cryptographic concepts (e.g., hashing, key pairs, digital signatures) Ÿ Enterprise search and archiving Ÿ Block structure Ÿ Consensus mechanisms Compliance, Regulations and Digitization ISO 13008 Ÿ Wallets and exchanges’ Ÿ ISO 13008 digital records conversion and migration Ÿ The three types of blockchain applications with concrete industry examples Ÿ Archiving and preservation Ÿ Data storage Ÿ Data protection and data privacy Ÿ Transfer of value Ÿ Document and records management compliance Ÿ Smart-contractingThe latest advancements of the technology Ÿ ISO 27001 information security and cyber security Ÿ The future of blockchains Ÿ The challenges in implementing blockchains Implementation and Project Management Deep dive into tokens and their use in smart-contracts, ICOs, Dapps Ÿ Developing target operating model Ÿ and DAOs Roles, responsibilities and reporting Ÿ Ÿ Token types and purposes Programme planning Ÿ Ÿ Utility & rights Quality management planning Ÿ Ÿ Token value Risk and issue management Ÿ Ÿ Value distribution Ÿ Data Digitization IT Solutions Supply & inflation Ÿ Scanning and Optical Character Recognition (OCR) Permissioned blockchains Ÿ Ÿ Indexing and Metadata Technical layer Ÿ Ÿ Workflow and business process automation Consensus models Ÿ Ÿ Enterprise content management systems Data management Ÿ Ÿ Document and records management Token layer Ÿ Ÿ Archiving and preservation Purpose of tokens Ÿ Ÿ Incentive systems of permissioned blockchains without tokens Developing Policy, Procedures and Action Plans Ÿ Governance layer Ÿ Digitization management polices Ÿ Identity management Ÿ Develop data lifecycle management procedures and guidelines Ÿ Creation of consortiums Ÿ Create programme and project implementation action plan Ÿ Decision making processes Ÿ Case studies Ÿ Off-chain governance systems Use-cases across various industries and their business impact Target Audience Ÿ Financial services This course is suitable for IT professionals, document controllers, auditors, site Ÿ Insurance administrators, general management and anyone tasked with managing and Ÿ Healthcare and pharmaceuticals protecting data and information. This also includes professionals already familiar Ÿ Public services and involved with data management and seeking to build on their fundamental Ÿ Energy principles of managing data, information and records. Ÿ Media and advertisements Ÿ Internet of Things Business models and regulatory considerations Ÿ Qualified blockchain use-case Ÿ Regulation of tokens Ÿ Possible taxation Ÿ GDPR Data Management and Business Intelligence

Certified Data Protection Officer - Virtual Learning Blockchain platforms and service providers Rational Ÿ Blockchain platforms relevant to business Data protection is taking the world by storm. Anyone who works with Ÿ “Blockchain as a service” software providers personal and company sensitive data needs to understand how to Ÿ IBM Hyperledger ensure compliance with new data protections laws in Ghana and Ÿ Microsoft Azure Ÿ Amazon AWS around the world. Ÿ Consensys Kaleido This is a practical course that gives participants knowledge and Target Audience necessary guidance to build a privacy framework within their This course is for analysts, managers or C-level executives who will work with organization. International Data Protection laws will be covered blockchain on a daily basis or are in need of knowledge to develop a blockchain including General Data Protection Regulation (GDPR). strategy. The aim is that by the end of the three days, all participants will be blockchain professionals who can flourish as blockchain experts within their Course Objectives organizations and careers. By the end of the course, participants will be able to:

Ÿ Define data protection principles and rights of data subjects Ÿ Determine the lawful basis for processing data Ÿ Demonstrate how to deal with subject access requests, data breaches and internal investigations Ÿ Apply appropriate transfer mechanisms for cross border transfer of personal data Ÿ Create and implement a privacy framework for their organization

Course Content Introduction to Data Protection Ÿ General Data Protection Regulation (GDPR) and DIFC Data Protection Laws 2020 Ÿ Other relevant Data Protection laws Ÿ Data Protection terminology Ÿ Personal Data and special categories of data Ÿ Data Protection principles Ÿ Role of Controllers and Processors Ÿ Data Processing Agreements

Legal Basis Ÿ Lawful basis for processing Personal Data Ÿ Processing special category Personal Data Ÿ Conditions of consent Ÿ Understand the reliance on legitimate interests

Data Subjects Ÿ Privacy Notices Ÿ Rights of Data Subjects Ÿ Subject Access Requests (SARs)

Data Breaches and Complaints Ÿ Obligations of the Processor Ÿ Notification to the Commissioner Ÿ Notification to Data Subjects Ÿ Breach procedure Ÿ Remedies, liabilities and sanctions Ÿ Complaints and mediation Ÿ Fines

Security Ÿ Security of data Ÿ Pseudonymization Ÿ Encryption

The Data Protection Officer (DPO) Role Ÿ The duties and obligations of the DPO Ÿ High Risk Processing Ÿ Communicating with Data Subjects Ÿ Cooperating with the Commissioner Ÿ Consider the Annual Risk Assessment

Cross border transfers Ÿ Transfers outside of jurisdiction in absence of adequate protection Ÿ Countries that have adequate level of protection Ÿ Schrems II case Ÿ Standard Contractual Clauses Ÿ Binding Corporate Rules Ÿ Derogations Data Management and Business Intelligence

Data Science Masterclass - Virtual Learning

Governance Rational Ÿ Understand concept of accountability to demonstrate compliance Certificate in Data Science will expose participants to Data Science Ÿ How to achieve compliance best practices, introduce them to the essentials of the Big Data Ÿ Understand concept of Records of Processing Activities (RoPA) ecosystem and opportunities for Artificial Intelligence. It doesn’t limit Ÿ How to mitigate risk Ÿ Monitoring compliance itself to analytics, but to all disciplines to which modern data relates to Ÿ Understand concept of Data Protection Impact Assessments (DPIAs) as well. By the end of this course, participants will become specialists in techniques and technologies that will allow them to get meaningful Target Audience knowledge from their data, and deal professionally with experts in all This course is suitable for anyone who handles sensitive personal or company advanced data management fields. data. This includes compliance officers and managers, auditors, IT managers, human resources, database professionals and any information security, incident Course Objectives management, and business continuity professionals whose responsibilities By the end of the course, participants will be able to: include the secure handling of data. Ÿ Understand and design data for efficient analysis Ÿ Compare solutions related to Data Analysis vs. Machine Learning This course is also suitable for current Data Protection Officers who are seeking Ÿ Differentiate between predictive models and pattern finding ones to become certified or update their knowledge with the latest laws. Ÿ Decide between “proprietary” and “open source” technologies Ÿ Outline the modern data flow from sources to reports Ÿ Manage Data Science projects with project management best practices

Course Content Data Analysis and Visualization Ÿ Types of data and data visualization Ÿ Evaluating the representative quality of data Ÿ Using descriptive statistics to summarize data Ÿ Profiling two or more groups with statistical tests Ÿ Visualizing multiple analytics with powerful smart charts Ÿ Simple Linear Regression Ÿ Simple Logistic Regression Ÿ Managing and removing outliers

Machine Learning – Supervised Ÿ Multiple linear regressions Ÿ Multiple logistic regressions Ÿ Discriminant analysis: Functions and probabilistic models Ÿ Decision trees: CART – CHAID and Random Forests Ÿ Support vector machines Ÿ K-nearest neighbors Ÿ Naïve Bayes Ÿ Neural networks, deep learning and AI possibilities

Business Intelligence Forecasting – R vs. Python Ÿ Business Intelligence - Databases: collection and sources - ETL - Storage: Data warehouses, data marts and data lakes - Analytics: BI Tools, OLAP, Dashboards, etc. Ÿ Forecasting - Trends - Exponential smoothing: Additive and multiplicative methods - Time Series: Additive and multiplicative methods - ARIMA models Ÿ R vs. Python - Statistical Tests - Machine Learning algorithms

Machine Learning: Unsupervised Ÿ Principle Component Analysis Ÿ Clustering: Hierarchical and K Means Ÿ Simple correspondence analysis Ÿ Multi-dimensional scaling Ÿ Quadrant analysis

PMP for Data Scientists Ÿ PMP Ÿ Integration, Cost, Scope Ÿ Time, Cost, Quality, Communication Ÿ Risk, Procurement and Stakeholders

IoT and Big Data Ecosystem Ÿ IoT essentials - M2M and Embedded Systems Ÿ Basic IoT protocols Ÿ Big Data: “where” and “when” Ÿ Big Data distributed files with HDFS Ÿ MapReduce vs. Spark Data Sharing Ÿ Big Data Ecosystem bird's eye view: Spark, Mongo DB, Cassandra, Flume, Cloudera, Oozie, Mahout Data Management and Business Intelligence

Document Control and Records Management - Virtual Learning Rational This 5-day course is a combination of the two back-to-back courses: Document Control (2 days) and Records Management (3 days)

This course is delivered through a 4-element framework that defines the purpose of document control and records management; discovers the rules that the work has to abide by; develops different methods and processes using new and existing technology; and delivers education and learning to co-workers and to those who will be responsible for ensuring that the documents are maintained throughout their life.

Course Objectives By the end of the course, participants will be able to: Ÿ Define the purpose behind document control and identify the goals for the document control processes and/or systems Ÿ Define the purpose behind their records management program and identify deliverable goals for the organization Ÿ Discover how to recognize both internal and external rules relating to document control and follow them in order to provide low risk and compliant processes Ÿ Discover how to recognize risks and information management issues within the organization and understand how to bridge the gaps to provide low risk and compliant processes Ÿ Develop different methods and processes using new and existing technology for managing document control data and information to help with change and understanding of the new ways of working Ÿ Deliver document control and records management through education and learning among colleagues in order to achieve their organizations’ goals

Course Content Document Control Introduction and Definition – Purpose and goals Ÿ San Bruno case study Ÿ Definition of document control Ÿ Document control in different types of organizations Ÿ The reasons you need to control documents Ÿ The goals you have for your document control process

Document Control Discovery – Risks and Rules Ÿ The types of documents you control Ÿ Documents coming from vendors and suppliers Ÿ Rules, regulations, and risks Ÿ Standards and specifications

Document Control Development – Processes, Policies and Retention Ÿ Educating your co-workers and helping them understand document control Ÿ Audit and compliance Ÿ What the future holds

Records Management Definition – Purpose and goals Ÿ What you have and why you have it Ÿ How information is used in the organization Ÿ Identifying the risks

Records Management Development – Principles and Policies Ÿ Managing digital data and information with paper records Ÿ Creating the “dReaM” team to govern the records management processes Ÿ Accessibility, availability, and retention of information Ÿ Protection, security and sharing of information

Records Management Delivery – People and Educating for the Future Ÿ Accountability – working with the business units to deliver governance Ÿ Compliance and audit Ÿ Technology and what the future holds

Target Audience This course is designed for professionals who are involved in any aspect of document control but have limited experience, as well as those involved in any aspect of records management and have ~2 or more years of experience. This includes document controllers, records managers, office managers, technicians, IT support professionals, in-house counsel, privacy officers, information security and protection managers, litigation and discovery staff, compliance officers, internal auditors, IT and enterprise content management professionals, and administrative assistants and supervisors. The course is specifically designed to support activities across all types and sizes of organizations and sectors working locally and internationally. Health, Safety and Evironmental

Access Control and Physical Security Security Incident Management and Management - Virtual Learning Investigations - Virtual Learning Rational Rational Today’s security landscape requires individuals and businesses to take In this essential 5-day course, we thoroughly cover Incident the threat to safety and security seriously. Safe and secure Management in part one, followed by the Fundamentals of environments can be achieved by applying principles, concepts and Investigations in part two. knowledge of access and egress control, risk management, physical security procedures, security and resilience measures. During the Incident Management portion, participants will explore how incident management works and how individuals and teams can This specialized security course provides participants with the skills successfully implement and apply principles within their organizations and foresight to protect assets such as; people, property, policy, and/or work environments. Incident Management involves returning procedure and reputation, through engaging live exercises, your organization’s everyday business safety, productivity, and overall demonstrations, and active participation. operation, to normal as quickly as possible after an incident. Topics such as principles of incident management, incident management Course Objectives methodology, and incident typology will be covered in detail. By the end of the course, participants will be able to: During the Fundamentals of Investigations portion, participants will Ÿ Demonstrate a strong knowledge of physical security planning explain and demonstrate crime scene searching, recording, collecting, Ÿ Develop a strong knowledge of access and egress control principles required preservation of evidence, conducting interviews, follow-up meetings to manage and perform physical security and case preparation. Participants will explain and demonstrate their Ÿ Conduct risk, vulnerability and exposure assessments knowledge of the basic investigatory process by participating in role Ÿ Demonstrate knowledge of internal versus external security procedure plays designed to apply the skills required to deal with problems Ÿ Apply knowledge of Information Technology for access control encountered during interviews, interrogating suspects, evidence collection and legal admissibility, while applying techniques to secure Course Content the environment during an Investigation. Principles of Physical Security Planning Ÿ Modern security environment Ÿ Proactive and reactive security Course Objectives Ÿ Operational requirements for physical security By the end of the course, participants will be able to: Ÿ Fundamentals of security planning Ÿ Importance of security strategy in management Ÿ Explain and apply the principles of Incident Management to their workplace Ÿ Principles of security Ÿ Apply Incident Management methodology and create a plan to recover the business quickly from a threat or incident Threats to Security Ÿ Explain the basic fundamentals of an investigation Ÿ Security threat terminology Ÿ Demonstrate how to conduct a basic internal investigation within their Ÿ Importance of asset protection organization Ÿ Threat typology Ÿ Conduct a complete crime scene preservation investigation from start to Ÿ Onion principle and defense in depth finish Ÿ Exposure to environmental threats Ÿ Differences between risk and threats Course Content Introduction to Incident Management and Investigations Access and Egress Control Ÿ Incident management. Ÿ Introduction to fundamentals of access and egress control Ÿ Differences between an Emergency, Incident and Accident Ÿ Methods of access and egress control Ÿ Security incidents and safety incidents Ÿ Access and egress control duties Ÿ Managing an incident Ÿ Types of access control Ÿ Incident response Ÿ Practical session on conducting access and egress control Ÿ Business Continuity Management (BCM) Ÿ Access and egress control planning session Ÿ Investigation case studies Ÿ Evidence collection and continuity of evidence Technology, Systems and Security Equipment Ÿ External and internal investigations Ÿ Introduction to fundamentals of technology systems and security equipment Ÿ Locard’s Exchange Principle Ÿ Types of access control systems Ÿ Operational controls & indicators for maintenance and response The fundamentals of Incident Management Ÿ Types of physical security equipment Ÿ Initial response Ÿ Practical session on application of physical security equipment Ÿ Incident classification Ÿ Ÿ Reporting and escalation procedures Introduction to Information Technology and Risk Management Ÿ Integrated Incident Management Response Ÿ Different risk assessment methodologies Ÿ Site-specific emergency procedures Ÿ Risk assessment process Ÿ 5 Priorities when responding to specific Incidents Ÿ Risk exposure and vulnerabilities in access control technologies Ÿ Incident management team requirements Ÿ Introduction to Information Technology Ÿ Conducting debriefs post-incident Ÿ Information Technology and physical security Ÿ 5C’s to Incident Management

Target Audience Application of Incident Management Plan This course has been designed for security team leaders, supervisors and Ÿ What is an Incident Management Plan? managers who are looking to increase their knowledge on access and egress Ÿ Constructing an Incident Management Plan for your organization operations. It is also ideal for site or company managers or owners who are Ÿ Techniques required to implement the plan looking to set up physical security systems and/or teams, or security Ÿ Implement the incident management plan professionals new to physical security and access control. Principles of Investigations Ÿ Locard’s Exchange Principle Ÿ Establishing an investigative mindset Ÿ Observation skills Ÿ Rules of Investigation Ÿ Planning an investigation Ÿ Decision making process Ÿ Working with victims and suspects Ÿ Priorities on attending the scene Health, Safety and Evironmental

Security Incident Management and Investigations - Virtual Learning Ÿ Principles and types of search Industry specific standards Ÿ Types, value and collection of evidence Ÿ Hazardous, flammable and combustible materials Ÿ Crime scene preservation Ÿ Confined space: permit required, hazards, courses, rescue Ÿ Crime typology and how it affects investigations Ÿ Machine guarding: hazards, requirements, methods Ÿ Common Questions and Answers regarding investigations Ÿ Welding, cutting and brazing Ÿ Ÿ Power industrial trucks Investigation Methodology Ÿ Conducting an investigation Blood borne pathogens Ÿ Investigation evaluation Ÿ Exposure control plan Ÿ How to deal with Evidence found at the scene Ÿ Engineering and work practice controls Ÿ Dealing with the authorities and Police Ÿ Hepatitis B vaccination requirements Ÿ Understanding the legal chain of evidence Ÿ What to do if an exposure occurs Ÿ Questioning techniques Ÿ Training requirements Ÿ How to conduct a professional Interview Ÿ Medical recordkeeping requirements Ÿ Sharps injury log Target Audience This course is suitable for security managers/supervisors and personnel, Safety and health programs company investigators, human resource professionals, site managers, safety and Ÿ Benefits of effective safety and health programs incident response team members, business owners, and anyone involved in Ÿ Major elements incident management and investigations. - Management commitment - Policy and goals - Employee involvement - Responsibility - Worksite analysis Occupational Safety and Health Administration - Safety and health inspections Standards - Virtual Learning Ÿ Hazard prevention control Rational - Controlling the hazards - Hazard prevention planning This course provides an understanding of the structure, contents and Ÿ Safety and health training applicability of the Occupational Safety and Health Administration - Safety and health orientation (OSHA) standards. - Supervisor responsibilities - Specific training needs It covers the recognition, avoidance, abatement, and prevention of safety and health hazards in the workplace for general industries. It also provides information regarding employers’ responsibilities as Target Audience defined by OSHA, and focuses on the implementation of effective This course is designed for health and safety directors, field supervisors, engineers, safety professionals, site managers and anyone seeking better safety programs and record keeping requirements. knowledge of the rules and regulations that govern workplace safety requirements. Course Objectives By the end of the course, participants will be able to:

Ÿ Explain and apply the contents of the Occupational Safety and Health Administration 29CFR1910 (OSHA) standards Ÿ Prepare an effective safety program that will also increase employee morale and productivity, and reduce overall costs Ÿ Describe the training requirements of OSHA standards and identify the training topics that their organization’s employees will need Ÿ Apply the record keeping requirements of OSHA to maintain an effective workplace injury log Ÿ Distinguish the difference between workers’ rights and employers’ responsibilities as defined by OSHA

Course Content Introduction to OSHA Ÿ Importance of OSHA Ÿ Employees’ rights and employers’ responsibilities under OSHA Ÿ Contents of OSHA standards Ÿ Inspections of the workplace

Fundamentals of a safe workplace Ÿ Walking and working surfaces Ÿ Hazard communication course and Safety Data Sheets (SDS) Ÿ Exit route, emergency action plans, fire prevention plans and fire protection Ÿ Personal Protective Equipment (PPE) Ÿ Fall protection Ÿ Lockout/tagout – requirements and periodic inspection

Introduction to industrial hygiene Ÿ History of industrial hygiene Ÿ Role of the safety professional Ÿ Industrial hygiene fundamentals Ÿ Industrial hygiene concepts and key terms Ÿ Employee exposure and medical records

Ÿ Human Resources and Training

Career Development and Succession Planning Organization Development Professional - - Virtual Learning Virtual Learning Rational Rational 60% of organizations have no process for succession planning. This Organizational Development (OD) is a new trend, it enhances the role of interactive virtual learning course will enable you to consider the latest HR to become a true strategic partner in the business. This course will methodologies and strategies related to successful engagement, help you learn all about OD from definition to applications. It will also career development and succession planning. equip you with the knowledge and skills you need to translate OD strategies into actions. Furthermore, this course examines the primary Course Objectives role of human resources development (HRD) in the organization to help By the end of the course, participants will be able to: people and organizations effectively manage change.

Ÿ Demonstrate understanding of the basics of career development and Course Objectives succession planning By the end of the course, participants will be able to: Ÿ Distinguish succession planning and management from replacement planning Ÿ Understand the field of Organizational Development (OD) Ÿ Compare traditional HR focus with career planning-oriented HR focus Ÿ Assess the organization readiness for development Ÿ Apply innovative corporate career development initiatives Ÿ Present OD related data analytics Ÿ Prepare a comprehensive succession planning program Ÿ Draft an OD strategy Ÿ Implement change management processes Course Content Putting people first Course Content Ÿ Putting people before numbers OD overview Ÿ People’s wants versus organizations’ wants Ÿ Introduction to the field of Organizational Development Ÿ The war for talent Ÿ The Main Conceptual Framework of OD Ÿ Traditional focus versus career development focus Ÿ OD History and Pioneers Ÿ Action Research Model The basics of career management and succession planning and Ÿ Identifying Needs management Ÿ Assessing the organization readiness for development Ÿ Definition of career development Ÿ How OD has benefited HR and the organization? Ÿ The career development process Ÿ Definition of succession planning OD analytics Ÿ Distinguishing succession planning from replacement planning Ÿ Creating Data Collection Tools Ÿ Preparing and Facilitating Feedback Sessions Identifying high potentials Ÿ Conducting Interviews and Feedback Ÿ Key positions: High potentials and high professionals Ÿ Big Data Ÿ Assessing individual potential Ÿ Collecting and Analyzing Data Ÿ Best practices to improve the management of high potentials Ÿ Presenting Data and Observations Ÿ Competencies: the foundation for career development Ÿ Data collection plan Ÿ Gaining Agreement and Buy-in Developing internal successors Ÿ Setting Priorities Ÿ Starting the systematic succession planning and management program Ÿ Assessing present and future work requirements OD strategy Ÿ Individual Development Plan (IDP) Ÿ Origins of strategy Ÿ Strategic Planning Target Audience Ÿ SWOT analysis Human resources managers, line managers, HR business partners, team leaders Ÿ Vision statement and Mission statement and specialists. Ÿ Strategic Goals Ÿ OD strategy Ÿ Competency Centricity Ÿ Compensation Centricity Ÿ Performance Centricity Ÿ Identifying Action Plans Ÿ Creating Project Plans

OD intervention and change Ÿ Designing OD Interventions Ÿ Organizing Customer Needs Ÿ What is change management? Ÿ Implementing Change Management Process Ÿ Internal Customer Satisfaction and Engagement Ÿ Evaluating Results Ÿ Sustaining Change

OD maintenance Ÿ Preparing the organization for Maintenance Ÿ Creating a preventive system Ÿ Spending versus end results ROI Ÿ Auditing sustainability Ÿ Proactivity and continuous development Ÿ Dialogic versus Diagnostic OD

Target Audience The course can be attended by HR professionals, OD practitioners, HR consultants & trainers and anyone who is interested in the field of OD. Human Resources and Training

Excel Skills for HR and Admin Professionals Strategic Human Resources Management - - Virtual Learning Virtual Learning Rational Rational In this course, HR and administration professionals will learn to save In modern organizations, Human Resources (HR) cannot limit itself to a precious hours from their daily tasks. We will provide participants with mere implementation role. Its approach to managing the function tips that will help them resolve in a fraction of the time the challenges needs to expand in order to truly become a strategic partner in the they face when working on employee compensations, salary, leave, business. This course will help you learn about the tools and benefits and the like. In this training, participants will practice techniques used in drafting and developing HR strategies. It will also formatting techniques to convert data from different sources and learn equip you with the knowledge and skills you need to translate such to make the best use of the most important formulas for HR. They will strategies into actions. Furthermore, the course will enable you to link create meaningful charts and diagrams, use logical functions, and link the HR strategy to that of the organization and provide real value- their spreadsheet to other worksheets and applications. Participants adding HR solutions that you can present in a language organizational will also automate some common Excel tasks, apply advanced analysis management understands. techniques and troubleshoot errors. Course Objectives Excel tools enable us to be more productive and efficient. By attending, By the end of the course, participants will be able to: participants will learn to leverage the powerful features of Excel for HR, Ÿ List the main cycles in human resources and the critical steps of each auditing and other HR tasks. Explore the use of Excel as an audit and Ÿ Define strategic HR management and draft an HR strategy analysis tool, as well as, selected features that help prepare accurate Ÿ Explain the vital Key Performance Indicators (KPIs) which should be reports.. constantly monitored in HR Ÿ Assess employee morale and determine a formula for calculating it Course Objectives objectively By the end of the course, participants will be able to: Ÿ Differentiate between types of turnover and determine how each should be calculated Ÿ Apply Excel reporting expertise in HR and administration by enhancing data Ÿ Describe the main types of planning and budgeting approaches and how and slicing and dicing, data massaging, and data analysis skills when to use each Ÿ Use pivot tables and pivot charts to efficiently perform automated report writing and analysis Course Content Ÿ Develop operational dashboards including business KPI’s The main cycles in human resources management Ÿ Repeat tasks and generate reports efficiently by recording, running and Ÿ HR strategy cycle editing macros Ÿ Recruitment and selection cycle Ÿ Acquire numerous tips and tricks that will improve working efficiency Ÿ Training and development cycle Ÿ Performance management cycle Course Content Ÿ Compensation and benefits cycle HR reports Strategic HR management Ÿ Listing reports with custom views Ÿ Situation analysis Ÿ Preparing reports using pivot tables Ÿ 'SWOT' analytical tool Ÿ Consolidation of data Ÿ 'PEST' analytical tool Cells and name ranges Ÿ 'PEDSTL' analytical tool Ÿ Creating name ranges for data Ÿ HR strategy Ÿ Using name ranges for values calculations - Visions and missions Ÿ Creating names from selection command - HR strategic goals Ÿ Creating a 3-D formula - Critical success factors in HR Ÿ Updating name ranges - Key result areas Ÿ Editing name ranges - Key performance indicators HR data formatting - Core competencies Ÿ Formatting numbers - Core values Ÿ Formatting dates - Measurement of each critical success factor category Ÿ Conditional formatting Ÿ Avoiding duplication of employee records Measuring human resources Ÿ Ÿ Data bars for performance appraisal Measuring HR strategies: the main KPIs Ÿ Ÿ Icon sets for job level Human resources versus human capital Ÿ Ÿ Color scale for employees grades Return on Human Capital (ROHC) and Cost of Labor (COL) Ÿ Ÿ Greater or less than for earnings Human Value Added (HVA) and Profit per Employee (PPE) Ÿ Ÿ Based on a formula Employee morale and employee satisfaction indices Ÿ Ÿ Setting warnings on residency expiry date Other HR metrics Ÿ HR scorecards and dashboards Data calculations - The balanced scorecard Ÿ Date and time functions for attendance Ÿ Working days Employee turnover Ÿ Years of service Ÿ Turnover versus attrition (gross and net turnover) Lookup functions - Voluntary versus non voluntary separation Ÿ Vlookup and hlookup Ÿ Analyzing turnover: interpreting the data Ÿ Approximate and exact match Ÿ Cost of turnover for organizations Ÿ Index and match functions Ÿ Healthy versus unhealthy turnover Ÿ Leave records and calculations Turnover index Ÿ Is the employee eligible for leave or bonus? If function Strategic planning and budgeting for human resources Ÿ Accrued leave Ÿ Strategic planning Ÿ Leave taken records - Approaches to planning Ÿ Leave balance - Various HR plans End of service calculations - Workforce plans Ÿ Compute gratuity - Training plans Ÿ Compute cashable leave - Project plans Ÿ The importance of budgeting Target Audience Ÿ Approaches to budgeting HR and administration professionals, compensation and benefits professionals, Ÿ Budgeting for HR plans HR reward and payroll professionals, HR managers as well as anyone who perform HR and administration functions in their organizations on regular basis. Human Resources and Training

Train the Virtual Trainer - Virtual Learning Working, Managing and Leading Remotely - Virtual Learning Rational Rational In 2020, COVID 19 has changed the way we do business. Working from Working remotely has become a critical necessity across all industries. home is becoming the new norm and employees’ work and learning Managers and leaders alike need to keep track of their employees and habits are changing. The face to face classroom training is now on hold follow up on assigned projects and tasks despite the restrictions on everywhere. Many organizations believe in lifelong learning and do not physical interactions and social distancing. They need to brainstorm want to stop their training and development activities. A great new ideas and solutions despite the absence of a physical place to alternative is to conduct training virtually. meet, and yet deliver brilliant work with outstanding results. This course is about developing new and effective managerial and Since Successful face to face classroom trainers are not necessarily leadership behaviors while maintaining highest levels of productivity successful virtual trainers, this course was developed to equip both and accountability in a remotely driven work environment. new and experienced trainers with the needed skills to design and deliver effective virtual training. The course provides practical tools to Course Objectives facilitate virtual training in an engaging and professional way. By the end of the course, participants will be able to: Ÿ Understand and develop the skills required to effectively manage teams and Course Objectives individuals remotely By the end of the course, participants will be able to: Ÿ Effectively use technology and tools to support communication within the Ÿ Design training material that fits the virtual learning experience team Ÿ Use online learning platforms such as Zoom, WebEx, GoToTraining Ÿ Improve communication and feedback approach with remote team effectively members and individuals Ÿ Facilitate virtual training courses while keeping participants engaged Ÿ Track task progress and performance management of remote employees to achieve success Course Content Ÿ Keep employees and teams focused and build an engaging, inspiring and Designing virtual training trustworthy virtual working environment Ÿ Characteristics of an effective virtual training session Ÿ Importance of virtual learning objectives Course Content Ÿ Preparing an outline for a virtual training session Working remotely Ÿ Skeleton of a key learning point Ÿ Managing your mindset Ÿ Blueprint for a virtual training session -Mental readiness The virtual learner -Psychological readiness Ÿ Characteristics of the virtual learner -Physical readiness Ÿ How to engage the virtual learner Ÿ The home office setup Ÿ Help the virtual learner to minimize multitasking during the training -Selecting the place Characteristics of successful virtual trainers -The basics of a home office Ÿ Your image and first impression -Important handy tools Ÿ Asking the right questions -Organizing yourself Ÿ Building rapport with participants Ÿ Preparing and organizing for remote meetings Ÿ Your listening skills - The objective Ÿ Dos and don’ts when using online platforms - The agenda Ÿ Common virtual facilitation techniques - Pre-meeting material Virtual training methods, activities and exercises - The technology Ÿ Types of interactive activities when using online platforms Ÿ One-on-one meeting essentials - Chat box Ÿ One-on-team meeting prerequisites - Annotate Managing remotely - White board Ÿ Critical skills to manage remotely - Screen sharing - Getting comfortable with technology - Breakout rooms - Mastering remote communication challenges - Polling - The language - Group discussions - The pace - Kahoot, Mentimeter - The clarity - Other - The gaps Ÿ The element of creativity - Remote scheduling and planning Ÿ C losers - Typical challenges with remote meetings Ÿ O peners - The frequency Ÿ R evisiters - The remote employee Ÿ E nergizers - The remote team - Acing expectations from a distance Target Audience - Minding the manners Officers, specialists, team leaders, business partners, line mangers and trainers - How to be crystal clear with goals and objectives (both new and experienced) involved in classroom and on-the-job training. - Gaining the right level of commitment - Achieving the desired performance - Sharing the right levels of feedback Ÿ Effective distance management - Challenges with distance management - Managing remote individuals and teams effectively - Assigning roles and responsibilities - Resolving performance issues remotely - Holding fruitful conversations - Elevating the quality of remote participation Ÿ Remote problem solving - Selecting the right tools - Using the right platform - Tracking progress - Dealing with constraints - Working with unfamiliar and urgent situations - Enhancing the remote learning agility Human Resources and Training

Managing your Internal Training Academy - Virtual Learning Rational Learning is widely recognized now as a mean for performance improvement. Many companies have established their own training academies while other companies are currently considering the idea seriously, hoping to provide employees with continuous learning opportunities that are highly effective. If you belong to the HR or training department of either of these two kinds of companies, this course is an absolute necessity for you. It will help you establish the right kind of corporate academy that can effectively and impressively impact your company's performance.

Course Objectives By the end of the course, participants will be able to: Ÿ Assess the need of their organization for an internal academy Ÿ Monitor the performance of internal academies through a set of well-defined KPIs Ÿ Recruit, develop, and reward internal subject matter experts as trainers for the internal academy Ÿ Build their corporate curricula and library of courses Ÿ Implement an effective internal communication strategy for the internal academy Course Content Introduction to managing corporate academies Ÿ The right time to establish the internal corporate academy Ÿ How organizations benefit from having an internal academy Ÿ What could make internal corporate academies fail Ÿ Courses that can be offered internally Ÿ Courses that cannot be offered internally Ÿ Risks involved in having internal corporate academies -For the organization -For the employees -For the training department Ÿ Developing policies and procedures to manage the internal academy effectively Ÿ The internal academy layout, design, and feel Academy key performance indicators Ÿ The profitability indicator Ÿ The quality indicator Ÿ The regularity indicator Ÿ The innovation indicator Ÿ The engagement indicator Ÿ The societal indicator Ÿ The talent attraction indicator Ÿ The academy dashboard Recruiting, developing, and rewarding internal instructors Ÿ The competency framework of internal instructors Ÿ The four types of instructors Ÿ Sourcing and attracting internal instructors Ÿ Recruiting and selection internal instructors Ÿ Developing subject matter experts into effective instructors Ÿ Internal instructors rewards system Curriculum building and continuous improvement Ÿ Instructional design principles Ÿ Designing courses aligned with the organizational strategies Ÿ Curriculum quality standards Ÿ Partnering with line managers to offer effective learning solutions Ÿ Developing effective curriculum documentation Ÿ Evaluating and improving learning episodes Ÿ Integrating technology into your internal academy Ÿ Best types of learning activities Academy marketing and internal communication Ÿ Branding your academy Ÿ Effective tools for marketing the academy internally Ÿ Effective tools for marketing the academy externally Ÿ Building strategic partnership with external training institutions Ÿ Leveraging corporate social responsibility through internal academies Ÿ Attracting top talents through learning engagement with potential candidates Ÿ Your internal academy as a CSR vehicle

Target Audience This course targets managers and specialists of human resources, training and development, organizational development, and talent development departments. Interpersonal Skills and Self Development

Achieving Performance Excellence Using Emotional Intelligence - Virtual Learning Rational Ÿ Self-management strategies The performance of individuals is important as it determines the - Breathing right individuals’ success and the survival of the organization. In this course - Creating an emotion list versus a reason list - Making my goals public we will provide participants with the means to improve their - Counting to ten performance levels through the competency that, more than any other, - Sleeping on it impacts everything one says and does. Emotional intelligence (EI) is - Smiling and laughing more that competency and it has been proven to be an important predictor of - Taking control of my self-talk performance in the workplace, a strong driver of leadership and a main - Cleaning up my sleep hygiene force behind personal and organizational excellence. Participants to - Including a mental recharge in my schedule this course will explore and apply strategies that focus their energies and help them connect constructively with customers and colleagues Social Competence Management Ÿ Social awareness strategies for a more engaged and performing work environment. -Greeting people by name -Watching body language Course Objectives -Making timing everything By the end of the course, participants will be able to: -Developing a back-pocket question Ÿ Explain the link between EI and performance -Not taking notes at meetings Ÿ Identify their personal and social competence scores -Watching EQ at the movies Ÿ Develop their ‘personal competence’ to optimize professional success -Practicing the art of listening Ÿ Develop their ‘social competence’ to optimize organizational success -Stepping into their shoes Ÿ Apply the EI blueprint for continuous improvement -Seeking the whole picture Course Content -Catching the mood of the room Emotional intelligence is linked to performance Ÿ Relationship management strategies Ÿ The ROI of developing emotional intelligence -Being open and curious Ÿ Effective EI skills predict leadership excellence -Avoiding giving mixed signals Ÿ EI predicts successful individual performance -Taking feedback well Ÿ EI predicts successful organizational performance -Building trust Ÿ EI is a key differentiator for your personal brand -Having an “Open-door” policy Ÿ EI is a key differentiator for your organizational environment -Only getting mad on purpose Ÿ EI assessment and EQ score -Acknowledging the other person’s feelings -Explaining my decisions, not just make them Emotional Intelligence: The personal competence -Making my feedback direct and constructive Ÿ Emotional intelligence, IQ, and personality -Aligning my intention with my impact - EQ -Offering a “Fix-it” statement during a broken conversation - IQ - Personality Target Audience Ÿ The bedrock of EI: Self-awareness Individuals, business professionals, and managers/project managers, who want Ÿ When emotions hijack our ability to reason to enhance their personal, professional, and organizational performance for a - The emotional brain successful life. - The rational brain

Ÿ Personal competence: What I see - Accurately perceiving my emotions - Staying aware of my emotions as they happen

Ÿ Personal competence: What I do - Using awareness of my emotions to stay flexible - Using awareness of my emotions to positively direct my behavior

Emotional Intelligence: The social competence Ÿ Social competence: What I see - Accurately picking up on emotions in other people - Understanding what is really going on

Ÿ Focusing on understanding rather than judging Ÿ Avoiding triggering emotional hijacks in others - Using questions - Avoiding statements

Ÿ Social competence: What I do - Using awareness of my emotions to manage interactions successfully - Using awareness of others’ emotions to manage interactions successfully

Personal Competence Management Ÿ Self-awareness strategies - Quit treating my feelings as good or bad - Observing the ripple effect from my emotions - Leaning into my discomfort - Feeling my emotions physically - Knowing who and what pushes my buttons - Watching myself like a hawk - Visiting my values - Seeking feedback Interpersonal Skills and Self Development

Communication and Relationship Creative Problem Solving and Decision Making Management Skills - Virtual Learning - Virtual Learning Rational Rational Superior communication skills and relationship management are We are continuously confronted with problems that require us to take integral parts of any successful company or institution. Such decisions. Most decisions are reached without requiring any complex foundational competencies are critical for healthy and prosperous decision-making process: We’re hungry? We eat. Some problems are organizations. In this training course, we look at both ingredients from a more complex, like deciding how to prioritize our work, or practical approach to building long-term, influential networks. From understanding why a process failed and deciding what to do about it; organizing, analysing and communicating one’s thoughts to building these require a rational approach to problem solving. Often, things get successful and purposeful relationships, this course offers a solid even more complicated, or our decisions could have an important foundation to engage with others the right way. Participants will get the impact on our lives, careers or the lives of those around us; that is where opportunity to discover many associated talents and practice them we must have the ability to think critically and make sure there is no flaw before they head back to their workplace. They will also learn how great in our logic. At other times the problem is so unusual that it defies relationship builders enhance the flow of information within an rational and critical thinking; these are the times where creative organization, win people’s support, and attain desired goals and problem solving becomes an invaluable tool. results. In this course we will cover these thinking approaches. We will provide Course Objectives you with methods and tools that you will practice during the session By the end of the course, participants will be able to: and that can help you at work or in life. Ÿ Understand the role of trust in building successful relationships Ÿ Identify, analyze and engage stakeholders – the power / interest matrix Course Objectives Ÿ Recognize the role of context when communicating and building relations By the end of the course, participants will be able to: with others Ÿ Build and expand decision making, critical thinking and creative problem- Ÿ Identify and pursue relationship opportunities that bring value and achieve solving skills results Ÿ Apply logical and creative approaches to solving problems and making Ÿ Develop, manage and nurture relationships – moving from transactional to decisions transformational Ÿ Use traditional and creative tools for identifying causes and generating Ÿ Expand and broaden the network of influence and success solutions Course Content Ÿ Employ creativity and lateral thinking as business tools Relationships and the trust factor Ÿ Analyze and solve actual problems facing them at work Ÿ The need for relationships and networks Ÿ Demonstrate and build credibility with upper management -Thinking beyond oneself Ÿ Develop strategic approaches to problem solving and decision making -The challenges of modern-day habits Ÿ Why trust matters? Course Content -Positive relationships versus forced relationships Problem solving and decision making -The Johari Window Ÿ Definition of ‘problem’ Ÿ Definition of ‘problem solving’ Relationships and Communication Ÿ Definition of ‘decision making’ Ÿ The three elements of communication Ÿ The helicopter view Ÿ The importance of preparing and organizing one’s thoughts and ideas Ÿ The link between causes and symptoms Ÿ Why assertiveness matter – the pros and cons Ÿ Problem deviation Ÿ The Botari Box The rational approach to problem solving (Kepner & Tregoe) Ÿ Building rapport in the workplace Ÿ Defining the problem Ÿ Techniques for recognizing problems Relating to the hearts and minds Ÿ Six important questions to clear out Ÿ Managing stakeholders’ expectations‘Selling’ your ideas Ÿ Kepner & Tregoe Ÿ Creating a persuasive message that evokes the right emotions Ÿ Reframing your message to accommodate your stakeholders’ needs, wants and style Problem analysis supplementary tools Ÿ Ÿ Communicating with difficult people Root cause analysis Ÿ The five-why process Ÿ Building and influencing relationships The cause and effect diagram Ÿ Ÿ Power and influencing The fishbone diagram Ÿ Ÿ Dale Carnegie and self-awareness Pareto analysis Ÿ What’s in it for Us (WIIFU) versus What’s in it for Me (WIIFM) - Identifying opportunities to build strong and healthy working relationships Decision making supplementary tools Ÿ The role of context in building successful relationship Ÿ Why-Why and how-how analysis Ÿ Investing in a relationship Ÿ The how-how method - Moving from the transactional to the transformational Ÿ Choice making - Tips to developing positive relationships Ÿ The decision making matrix Ÿ Definition of ‘consensus’ Successful networking Ÿ The benefits of building your network Creativity and problem solving Ÿ Simple tips to remember when building your networking Ÿ Mental structures of college students Ÿ Effective business and professional networking Ÿ Stages in problem solving and decision making Ÿ Understanding the two hemispheres of the brain Ÿ Target Audience Critical thinking Ÿ Leaders, managers, supervisors and all those keen on improving their networking Lateral thinking Ÿ and influencing skills. This course is essential for those who appreciate working Mental blocks to creative thinking Ÿ with people rather than on people, and see the great benefits that result from Brainstorming Ÿ building powerful trusting relationships. The six thinking hats Target Audience Managers, supervisors and administrators who will benefit from better problem solving and decision-making skills, and business professionals who want to take their critical thinking to the next level by using both their experience and intuition to make the right moves and decisions. Interpersonal Skills and Self Development

Creative Thinking and Innovation Techniques Emotional Intelligence Workshop- Virtual - Virtual Learning Learning Rational Rational Creativity is recognized as a key success driver for organizations and The overall aim of this course is to provide participants with the individuals. While some consider creativity an innate talent that one competencies required to improve their Emotional Intelligence (EI). may or may not have, the modern prevalent thinking is that it is a skill Participants on this interactive course will explore the importance of EI which, given the right nurturing environment, can be developed and as well as its positive impact at the professional and social levels with harnessed by anyone in any organization. an aim to increase the effectiveness of their relationships at work and In this course we examine the conditions necessary to build such an in life. environment. Through the use of examples from the worlds of business, art and science and with the practical application of tools Course Objectives such as brainstorming, mind mapping and others, we give participants By the end of the course, participants will be able to: the instruments they need to transform their life, their environment and Ÿ Discover the impact of emotions on human behavior Ÿ their workplace. Use the six principles of emotional intelligence in order to enhance relationships with others Course Objectives Ÿ Interpret EI scores and their implications in order to improve interactions with By the end of the course, participants will be able to: other people Ÿ Ÿ Assess their potential for creativity and innovation Devise a PDP aimed at developing and improving emotional intelligence Ÿ Ÿ Apply creative thinking skills and methods in work related or personal Apply EI skills in order to maximize personal influence at the professional and situations social levels Ÿ Practice thinking in non-conventional ways by thinking out of the box, using mind mapping, picture associations and other methods Course Content Ÿ Employ a variety of creative thinking strategies in the workplace Emotions and reasoning at work: the six principles Ÿ Create a pleasant work environment conducive to creativity for self and Ÿ Rule of reason or rule of emotion others Ÿ Principles of emotional Ÿ Case studies and applications Course Content Definition of creativity Understanding your emotional skills Ÿ Ÿ Introduction: creativity and civilization Reading people: identifying emotions Ÿ Ÿ Defining invention, innovation and creativity The mood meter and its implications in understanding EI Ÿ Ÿ Intelligence versus creativity Plutchik's wheel of emotions Ÿ Ÿ Some theories of creativity Getting in the mood: using emotions Ÿ Ÿ Creative people in action Predicting the emotional future: understanding emotions Ÿ Ÿ Understanding the 2 hemispheres of the brain Doing it with feeling: managing emotions Ÿ Ÿ Right and left Measuring emotional skills Ÿ Lateral thinking Ÿ Lateral thinking in action Developing your emotional skills Ÿ Applications of lateral thinking Ÿ Improving your ability to identify emotions Ÿ Improving your ability to use emotions Creativity as a business tool Ÿ Emotional storytelling Ÿ The creative thinker Ÿ Improving your ability to understand emotions Ÿ Constraints in the workplace Ÿ Doing it with smart feelings: improving your ability to manage emotions Ÿ The creative manager Ÿ Managing anger at work Ÿ Three parts of creativity Ÿ Managing anger in life - Motivation - Domain expertise Applying your emotional skills - Creative ability Ÿ Managing yourself: applying your emotional intelligence skills Ÿ Innovation and organizational culture Ÿ Managing others: applying emotional intelligence skills with others Ÿ The creative attitude Ÿ Emotional role play Ÿ The creative methods Ÿ Building the emotionally intelligent person Ÿ Ways of overcoming barriers Ÿ Working around the emotional blueprint Ÿ Tips for the workplace: Ÿ Building the emotionally intelligent person with the emotional blueprint - Developing a culture of creativity Ÿ Real life examples and case studies - Exploring problem areas - Generating ideas Target Audience - Evaluating ideas Managers, business professionals and individuals who have decided to learn and Ÿ Critical thinking develop their emotional intelligence competencies to enhance as well as manage - Critical thinking skills versus creative thinking their relationships at work and in life. - Ancient Greece Exploring the idea generation process Ÿ The Brainstorming Technique Ÿ The six thinking hats Ÿ De Bono’s four thinking styles Creative thinking strategies Ÿ Creativity tools Ÿ Scamper technique Ÿ Synectics technique Ÿ Picture associations and biotechniques Ÿ Mind mapping Ÿ TRIZ Ÿ Decision making - Anatomy of a problem - Barriers to decision making - Steps in creative problem solving The power of opposite thinking Ÿ Creative rule of thumb: the interplay of opposites Ÿ Asking 'what if’ Ÿ Using opposite thinking Interpersonal Skills and Self Development

Managing Conflict: Power through Influence - Managing Multiple Tasks, Priorities and Virtual Learning Deadlines- Virtual Learning Rational Rational If not managed properly, interpersonal issues and conflicts within a Visions and goals are achieved when tasks are understood, priorities team can derail the best laid plans. In this virtual training course you will are established and deadlines are properly set. This course is designed learn how to resolve the most problematic situations using a variety of to help participants develop the right capabilities to manage tasks, approaches and proven techniques. You will identify your preferred evaluate and establish the right priorities, and schedule activities based conflict resolution style and learn how to adapt it to tackle the situation on clearly established deadlines. The course covers different methods you face. You will also learn about influencing skills and the bases of and techniques to encourage task ownership while coordinating with power, how to apply them and when. In this training course you will be other team members. It also covers how to influence those around us equipped with the ability to diuse conflicts and use them as a platform by properly setting expectations and seeing tasks through to for positive change. successful completion. Course Objectives By the end of the course, participants will be able to: Course Objectives By the end of the course, participants will be able to: Ÿ Define and understand the different sources of conflict Ÿ Identify personal conflict resolution styles Ÿ Explain the link between strategic planning and task accomplishment Ÿ Apply influencing skills and explore relationships with others Ÿ Describe task objectives, constraints and stakeholders Ÿ Manage conflict in teams and engage in effective team problem solving Ÿ Set task priorities and deadlines Ÿ Use the different bases of power and change them according to the situation Ÿ Improve task outcomes when working in groups and teams Ÿ Communicate, justify and persuade others when it comes to changes to task Course Content assignments Definitions of conflict Ÿ Nature and scope of conflict management Course Content Ÿ Misconceptions about conflict Introduction to tasks in a business environment Ÿ Sources of conflict Ÿ Overview of task management Ÿ Positive and negative factors of conflict - The task PTTR lifecycle Ÿ When conflict comes between you and your desired results Ÿ Organizational perspective on work accomplishment Thomas Kilmann conflict resolution mode instrument - Building value mindset in every task Ÿ Scoring and interpretation Ÿ Impact of company strategy on task management Ÿ Ways of coping with conflict Ÿ Role of organizational structures in getting tasks done Ÿ Assumptions and outcome of conflict Importance of planning in task management Ÿ Managing conflict and using an appropriate style for more effective Ÿ Task management skills outcomes Ÿ Dealing with task constraints Ÿ Approaches to conflict resolution Ÿ Goals, objectives and tasks Ÿ Giving and receiving feedback - From SMART objectives to SMART tasks Ÿ Assumptions in disagreement Ÿ Scopes of work and task assignments Ÿ Creating a collaborative work environment for faster and better results Ÿ Identifying and managing task stakeholders Influencing others in a problem solving context Ÿ The use of emotional intelligence in conflict management Setting task priorities and deadlines Ÿ Working effectively with team members Ÿ How we deal with tasks - an assessment Ÿ Managing emotions, information and problems Ÿ Planning, scheduling and meeting deadlines Ÿ Tips for effective day to day conflict management Ÿ Task management and the development of priorities Ÿ Resolving conflict before it gets out of hand Ÿ Managing meetings, e-mails, and interruptions Ÿ Managing conflict with superiors and subordinates Ÿ ‘To do’ lists and managing priorities Ÿ Getting better results through negotiation Ÿ Time wasters, procrastination and immediate demands Ÿ Establishing or regaining credibility so you can begin to influence people Ÿ Achieving trust down and across the organization Tasks and shared responsibilities Ÿ Skills needed when assistance is needed Importance of teamwork Ÿ The four rights of delegation Ÿ Managing conflict in teams Ÿ Interpersonal skills and task accomplishment Ÿ Dealing with dysfunctional team roles Ÿ Personal work styles and task accomplishment Ÿ Enhancing communication in a team Ÿ Improving task productivity Ÿ Effective team problem solving Ÿ Approaches to conflict and pattern of escalation Changing tasks effectively Influence inventory (power bases) Ÿ Communicating changes to task assignments Ÿ Definitions of influence and the bases of power Ÿ Employee reactions to changes in task assignments Ÿ Changing the bases of power - The importance of engagement and ownership Ÿ Persuading others by using your power bases Ÿ Overcoming natural resistance to changing tasks Ÿ Identifying ways to build relationships upward, downward and laterally within your organization Target Audience Ÿ Understanding the person you are trying to influence and persuading them This course targets professionals, from all industries, who want to acquire through give and take essential skills to create and develop an effective and efficient workplace Ÿ Selling your ideas and implementing change successfully environment. It is designed for team leaders, supervisors, managers and section Ÿ Influencing people while projecting self confidence without being pushy heads who are interested in improving their personal productivity or that of the Ÿ Strategies for developing charismatic qualities people they manage or work with, whether on a project or within a department. Ÿ Leadership training for influence and power The course also serves as a solid foundation for those who are keen on assuming a supervisory or managerial role as the next step in their career. Target Audience Business professionals who want to expand their conflict resolution skills, understand their own emotions and behaviors, and find productive ways to manage conflict with influence, even when authority is lacking. Interpersonal Skills and Self Development

Time Management and Stress Control - Personal Branding On Social Media for Virtual Learning CEOs & Executives Rational Rational The aim of this course is to help participants become more efficient As a CEO or executive, you live and breathe your company. It’s easy to and effective in managing their life. Participants on this interactive hide behind the corporate brand of your business, but establishing your course will explore various time management skills and stress own brand can have an amazingly positive impact on your company management techniques to get better control and have a more positive and yourself as a professional. impact on their life at the professional and social levels. Course Objectives Whether you’re a CEO, entrepreneur, or are an executive within an By the end of the course, participants will be able to: organization, establishing a personal brand can help you stand out among a sea of people in your industry. Ÿ Identify time management challenges and assess their efficiency in managing their time Ÿ Explain the Time Mastery Profile® components and their use in better Even if you're used to using your brand to represent your business, managing their time showing that there’s a real human being behind your business will build Ÿ Apply global personal effectiveness guides in order to improve their chances more customer loyalty than a faceless organization. of success at work and in life Ÿ Analyze stress symptoms and their causes in order to identify their negative People like Tony Robbins, Gary Vaynerchuk, and Marie Forleo, have impact on mind and body used their personal brands to grow their businesses and even form new Ÿ Implement stress management techniques in order to alleviate stress and lead a healthier and better life companies around their thought leadership. Course Content Time management challenges and assessment Ÿ Definition of time management Ÿ Time management challenges Why build a personal brand? Ÿ Modern time management People are attracted to human connection. Building a personal brand Ÿ Major time wasters isn’t about becoming internet famous or gaining a ton of followers. -Self-imposed time wasters -System-imposed wasters It’s about establishing yourself as a leader and an expert in your Ÿ Time management assessment industry. When you make a name for yourself, by extension, you Time Mastery Profile® components become a more trustworthy ambassador for your company. Ÿ Adopting the right attitude Ÿ Setting smart goals Ÿ Setting top priorities Ÿ Conducting a rigorous analysis Ÿ Preparing a successful plan Ÿ Preparing a detailed schedule Ÿ Avoiding continuous interruptions Ÿ Planning efficient meetings Ÿ Handling written communications Ÿ Mastering the delegation process Ÿ Avoiding the harm of procrastination Ÿ Improving the use of team time Global guides on personal effectiveness Ÿ Practices of Successful People - The Practices explained - The circle of concern and circle of influence exercise Ÿ Mindset: the new psychology of success - Learning to fulfill our potential - The mindset exercise Ÿ The one thing - The one thing rules: first set - The one thing rules: second set Ÿ The 10 natural laws of successful time and life management - Part 1: managing your time - Part 2: managing your life Ÿ Getting things done - Getting things done: simplified - Getting things done: the cycle Stress symptoms and causes Ÿ Definition of stress Ÿ Myths about stress Ÿ Stress symptoms Ÿ Categories of stress symptoms Ÿ Causes of stress Ÿ Your personal stress test Ÿ Your current coping strategies Stress management techniques Ÿ Ways to deal with stress Ÿ Emergency stress stoppers Ÿ Other factors that reduce stress - Exercise and diet - Support network, attitude and outlook - Emotional control and sleep

Ÿ Target Audience This course is designed for all managers, supervisors and employees who wish to improve their management of time and reduce stress levels in order to enhance their performance at work and in life in general. Interpersonal Skills and Self Development

Supervisory Skills - Virtual Learning Managing Self and Leading Others - Virtual Learning Rational Rational As a supervisor, the success of your organization rests in your hands. This course is designed for supervisors, managers, and individuals at This course provides you with the opportunity to develop highly any level within the organization, looking to sharpen their leadership effective and essential supervisory skills that will strengthen team capabilities, aspiring to learn more about themselves and interested in work and organizational success. Also, this course will help you using their influencing skills to manage and lead others. The course manage everyday operations with greater ease. Furthermore, it will help takes the participants on a journey of self-discovery and self-reflection you leverage both your managerial and people skills to meet your new and teaches them strategies and skills that will make them shine and challenges as the 21st century supervisor. thrive in their jobs as well as in their personal lives. Course Objectives Course Objectives By the end of the course, participants will be able to: By the end of the course, participants will be able to: Ÿ Define the supervisor's three roles and his/her related competencies for Ÿ Recognize strengths and blind spots in themselves and others optimal performance Ÿ Increase their self-awareness for better self-management Ÿ Apply the essential supervisory functions that are key for the success of the Ÿ Plan and set goals and directions based on values and aspirations team Ÿ Earn trust and get results with leadership coaching Ÿ Use powerful communication skills in order to maintain trust and boost Ÿ Influence others from a position of authority, even without formal authority cooperation Ÿ Lead for long-term results Ÿ Implement effective coaching/mentoring techniques to help the team progress and grow Course Content Ÿ Apply effective time management techniques to increase the productivity of Self-awareness: a point of departure the team Ÿ Assessing your self-awareness Course Content Ÿ Why increase your self-awareness Being a supervisor today Ÿ How to increase your self-awareness Ÿ Scope and nature of supervision Ÿ Self-awareness questionnaires Ÿ The supervisor's three distinct roles -Emotional intelligence questionnaire -An operational role -Interpersonal needs questionnaire (FIRO-B) -A leadership role -Assertiveness questionnaire -A communication role -The ‘big five locator’ questionnaire Ÿ The supervisor's skills checklist -Cognitive style questionnaire Ÿ Technical Ÿ Summarizing your self-awareness profile Ÿ Human Ÿ Conceptual Self-management: clarifying values, setting goals, and planning -The supervisor's competency self-assessment inventory Ÿ What is meant by self-management -The supervisor's image - 'A True Story’ Ÿ Self-management, personal and social skills The main supervisory functions Ÿ Self-management skills and lifelong learning Ÿ Planning the course of action to achieve operational goals Ÿ How well do you plan and set goals Ÿ Organizing the work of the team Ÿ What are your values -Identifying the work to be performed Ÿ Personal goal setting -Delegating to empower Ÿ Personal mission statements Ÿ Coordinating the work of the team Ÿ Strategies for effective goal setting -Ensuring that all efforts move smoothly -Supporting the team to increase productivity Leading others with active coaching Ÿ Building and leading a synergized team Ÿ Characteristics of an ideal coach Ÿ Ensuring that performance conforms to plans Ÿ How a good coach is described Ÿ Establishing standards for high performance Ÿ 7 masterful coaching personality traits Ÿ Implementing effective problem solving techniques Ÿ Myths and realities The supervisor as a powerful communicator Ÿ Seven communication principles for coaching Ÿ Generating enthusiasm using two-way communication Ÿ Gather good information with EARS Ÿ Leveraging the power of positive attitude in your team Ÿ Good habits of effective listeners Ÿ Maintaining an atmosphere of trust and cooperation Ÿ Leadership coaching styles: What kind of a coach are you? Ÿ Developing the habits of an active listener Ÿ Using body language to make a bigger impact Persuading others with tact and diplomacy -Visual Ÿ Definition of ‘Persuasion’ -Vocal Ÿ Persuasion strategies: Credibility Ÿ Building rapport with the team - 'The Mirroring Technique Ÿ Persuasion strategies: Logical Reasoning Ÿ 'Writing professional and accurate E-mails Ÿ Persuasion strategies: Emotional appeal Ÿ Providing proper orientation and positive discipline Ÿ Improving your persuasive skills Monitoring and developing the team's performance Ÿ Persuasive skills in formal presentations Ÿ Monitoring your team's progress Ÿ Persuasion versus negotiation Ÿ Helping the team members build on their strengths Ÿ The art of persuasion: thirty proven tips and techniques Ÿ Increasing the team's productivity Ÿ Identifying the right time for coaching Transforming others with influence and inspiration Ÿ Identifying the right time for mentoring Ÿ Transformational leadership defined Ÿ Being accessible and providing support Ÿ Transformational leadership and charisma Managing time effectively to increase productivity Ÿ A model of transformational leadership Ÿ Keeping a to-do-listPrioritizing your typical day Ÿ Transformational leadership factors Ÿ Breaking tasks down into steps Ÿ Transactional leadership factors Ÿ Using a progress report to track schedule Ÿ Other transformational perspectives Ÿ Learning how to avoid typical time wasters Ÿ How does the transformational approach to leadership work -Self-imposed time wasters -System-imposed time wasters Target Audience Ÿ Making your meetings short and productive This course is ideal for new or experienced supervisors and managers in any function within the organization, as well as for individuals who want to become Ÿ Target Audience better at understanding and managing themselves and lead others. The course is Supervisors who would like to develop highly effective supervisory skills in order also perfect for those looking for a refresher course, new perspective or to professionally and successfully manage their teams. inspiration on the course subject. Leadership and Management

Certified Team Leader - Virtual Learning Creative Thinking and Innovation Techniques - Virtual Learning Rational Rational High performance is achieved by those who lead. In today’s chaotic Creativity is recognized as a key success driver for organizations and management environment, leaders must be able to engage their team individuals. While some consider creativity an innate talent that one and assist them in reaching their goals. This course helps team leaders may or may not have, the modern prevalent thinking is that it is a skill develop the necessary skills to lead eectively. It includes leadership, which, given the right nurturing environment, can be developed and communication, goal setting, time management and motivation skills. harnessed by anyone in any organization. Participants who complete the program requirements successfully will be awarded PibKnowledge’s Professional Certificate (PPC). In this course we examine the conditions necessary to build such an Course Objectives environment. Through the use of examples from the worlds of By the end of the course, participants will be able to: business, art and science and with the practical application of tools such as brainstorming, mind mapping and others, we give participants Ÿ Develop trust and rapport between team members Ÿ Create an effective and empowered team the instruments they need to transform their life, their environment and Ÿ Establish a motivating team environment their workplace. Ÿ Apply strategies for improving team relationships Ÿ Develop strategies for implementing changes within a team Course Objectives Course Content By the end of the course, participants will be able to: The team leadership challenge Ÿ Assess their potential for creativity and innovation Ÿ 21st century team definition Ÿ Apply creative thinking skills and methods in work related or personal Ÿ On shifting ground: organizations today situations Ÿ Skills of effective team leaders Ÿ Practice thinking in non-conventional ways by thinking out of the box, using Ÿ Characteristics of effective team leaders mind mapping, picture associations and other methods Ÿ Developing leadership skills Ÿ Employ a variety of creative thinking strategies in the workplace Ÿ Leadership styles: self analysis Ÿ Create a pleasant work environment conducive to creativity for self and Ÿ Techniques for increasing team effectiveness others Building a high performance tea Course Content Recipe for successful teams Definition of creativity The teamwork success formula Ÿ Introduction: creativity and civilization The importance of clear goals Ÿ Defining invention, innovation and creativity Decisions by consensus Ÿ Intelligence versus creativity Clear roles and work assignments Ÿ Some theories of creativity From involvement to empowerment Ÿ Creative people in action Types of effective teams Ÿ Understanding the 2 hemispheres of the brain Team development stages Ÿ Right and left Inspiring teams to better performance Ÿ Lateral thinking Ÿ Identifying team roles Ÿ Lateral thinking in action Ÿ The Belbin type indicator Ÿ Applications of lateral thinking Ÿ Aligning individual and team motivators Creativity as a business tool Ÿ The values alignment matrix Ÿ The creative thinker Ÿ Keys to resolving values conflicts Ÿ Constraints in the workplace Ÿ The motivating mix Ÿ The creative manager Ÿ Creating a supportive environment Ÿ Three parts of creativity Ÿ Energizing your team -Motivation Sustainable strategies for improving team relationships -Domain expertise Ÿ Identifying effective communication methods -Creative ability Ÿ Face to face communication Ÿ Innovation and organizational culture Ÿ Team problem solving Ÿ The creative attitude Ÿ Factors shaping team performance Ÿ The creative methods Ÿ Phases of team problem solving Ÿ Ways of overcoming barriers Ÿ Tools for making effective team decisions Ÿ Tips for the workplace: Ÿ The ingredients of effective decision making -Developing a culture of creativity -Exploring problem areas The team leader’s role in managing change -Generating ideas Ÿ Managing change -Evaluating ideas Ÿ Change requires exchange and expanded thinking Ÿ Critical thinking Ÿ Key factors in successful change -Critical thinking skills versus creative thinking Ÿ The change cycle -Ancient Greece Ÿ The 4 room apartment strategy Ÿ Typical reactions to change Exploring the idea generation process Ÿ Helping the team move through change stages Ÿ The Brainstorming Technique Ÿ Handling reactions to change Ÿ The six thinking hats Ÿ Strategies for dealing with change Ÿ De Bono’s four thinking styles Ÿ The 17 laws of great teamwork Creative thinking strategies Ÿ Target Audience Ÿ Creativity tools Managers, supervisors, and team leaders who are responsible for building and Ÿ Scamper technique maintaining effective teams in the work environment Ÿ Synectics technique Ÿ Picture associations and biotechniques Ÿ Mind mapping Ÿ TRIZDecision making Ÿ Anatomy of a problem Ÿ Barriers to decision making Ÿ Steps in creative problem solving Leadership and Management

Good to Great Management - Virtual Leadership and Communication - Learning Virtual Learning Rational Rational What really distinguishes a good organization from a great one is its Superior communication skills have long been associated with performance in tough times. Great organizations maintain a growth leadership. In this training course, we look at both of these ingredients pattern even when the economy is down, competition is fierce, and the of success and bring them together in a comprehensive and practical market is slow. Studies of great and not-so-great organizations have manner. From preparing and organizing your thoughts to analyzing the allowed us to identify the attributes of the great ones. These attributes practical reality of what you want to accomplish, this course will cover it revolve mainly around leadership, organizational culture, strategic all. You will get the opportunity to discover your hidden talents and choices, adaptability, and people attitude. Join us in this truth-revealing practice what you learn before going back to your workplace and workshop to be able to lead your organization along the path of influence people, events and your own future. In addition, you will learn greatness. how a great leader enhances communication flow within his Course Objectives organization, wins the hearts and minds of his followers, builds By the end of the course, participants will be able to: consensus and gets results even when faced with resistance or difficulty. Ÿ Assess the attributes of greatness within organizations Ÿ Balance strategic choices with people choices Ÿ Face any unpleasant organizational fact with faith of success Course Objectives Ÿ Promote a culture of discipline within the organization By the end of the course, participants will be able to: Course Content Ÿ Apply breakthrough leadership and communication techniques to Introduction drive business value and become a more powerful leader Ÿ The indicators of a great company Ÿ Implement best practices for influencing peers, managers, Ÿ The greatness principles subordinates, customers and other stakeholders Ÿ The transformation from good to great - a bamboo syndrome Ÿ Explain how to effectively handle challenges such as delivering Leadership in great companies unpopular news, increasing team motivation and winning hearts Ÿ Level 5 leadership pyramid and minds Ÿ Humility - the X factor of great leadership Ÿ Communicate confidently in any environment, from spontaneous Ÿ The will beyond your will “elevator pitches” to high stakes speeches and proposals that Ÿ Difference between Level 4 and Level 5 Leaders Ÿ earn commitment and cooperation Some of the best CEOs of the world Ÿ Ÿ Assessing your organization's leadership Deliver powerful messages that lead to rapid action and that control emotions when facing resistance and conflict Strategic choices and people choices Ÿ Optimize internal communication and sell their organization’s Ÿ Hiring only the right people vision, mission and values to their team members Ÿ The cost of bad hires Ÿ The clean-up: how to deal with not-so-great employees Course Content Ÿ The character and abilities of the 'right' people Ÿ Hiring for a cultural fit Organizing and delivering thoughts and messages Ÿ Understanding your leadership role and its relation to communication Truthful leadership Ÿ Organizing your ideas using mind mapping Ÿ The courage to face bad news Ÿ Presenting vs. Public Speaking Ÿ A culture of integrity and transparency Ÿ Importance of communication to any leader Ÿ To whom you should listen and where you should seek information Ÿ Essentials of public speaking Ÿ The faith vs. facts paradox Ÿ Communicating tasks and assignments effectively Ÿ Demotivating the right people Ÿ Communicating performance issues A Culture of Discipline Earning credibility as a leader Ÿ The definition of organizational discipline Ÿ Identifying the characteristics of a credible leader Ÿ Balancing discipline with intrapreneurship spirit Ÿ Establishing your credibility firmly Ÿ The good-to-great matrix of organizational discipline Ÿ Five main sources of power of any leader Ÿ The disciplined freedom - developing a 'stop doing' list Ÿ Creating a positive professional image within the organization Ÿ Changing communication style depending on team member and condition Ÿ Target Audience Ÿ Motivating through communication Senior managers Ÿ Creating an environment of engagement Middle managers Winning hearts and minds of people Section heads Ÿ Knowing your employees Ÿ Managing your employees' expectations Ÿ ‘Selling’ your ideas to an audience Ÿ Creating a persuasive message that evokes the right emotions Ÿ Reframing a message from negative to positive Ÿ Reframing a message from subjective to objective Ÿ Adjusting your message to accommodate the audience’s needs, wants and style Ÿ Communicating difficult news or unpopular messages Ÿ Leading and communicating during a crisis

Building consensus, commitment and cooperation Ÿ Principles of ethical leadership Ÿ Ethical dilemmas faced by leaders Ÿ Identifying techniques for building consensus Ÿ Describing how to secure commitment and cooperation to your change initiatives Ÿ Creating healthy inter-departmental cooperation and communication Leadership and Management

Conflict Managing - Virtual Learning

Leading organizational communication Rational Ÿ Controlling and managing rumors If not managed properly, interpersonal issues and conflicts within a Ÿ Dealing and managing office politics team can derail the best laid plans. In this virtual training course you will Ÿ Responding to key political behavior learn how to resolve the most problematic situations using a variety of Ÿ The four types of grapevine chain Ÿ Leading cultural change approaches and proven techniques. You will identify your preferred Ÿ Transparency in an organization: how far should we go? conflict resolution style and learn how to adapt it to tackle the situation Ÿ Choosing the right channel for communicating your message you face. You will also learn about influencing skills and the bases of Ÿ Communicating and leading your organizational vision, mission and values power, how to apply them and when. In this training course you will be Target Audience equipped with the ability to diffuse conflicts and use them as a platform Executives, directors, team leaders and managers seeking superior for positive change. communication skills training to strengthen their leadership abilities and help them achieve greater success at all levels of their organization. Course Objectives By the end of the course, participants will be able to: Ÿ Define and understand the different sources of conflict Ÿ Identify personal conflict resolution styles Ÿ Apply influencing skills and explore relationships with others Ÿ Manage conflict in teams and engage in effective team problem solving Ÿ Use the different bases of power and change them according to the situation

Course Content Definitions of conflict Ÿ Nature and scope of conflict management Ÿ Misconceptions about conflict Ÿ Sources of conflict Ÿ Positive and negative factors of conflict Ÿ When conflict comes between you and your desired results Thomas Kilmann conflict resolution mode instrument Ÿ Scoring and interpretation Ÿ Ways of coping with conflict Ÿ Assumptions and outcome of conflict Ÿ Managing conflict and using an appropriate style for more effective outcomes Ÿ Approaches to conflict resolution Ÿ Giving and receiving feedback Ÿ Assumptions in disagreement Ÿ Creating a collaborative work environment for faster and better results Influencing others in a problem solving context Ÿ The use of emotional intelligence in conflict management Ÿ Working effectively with team members Ÿ Managing emotions, information and problems Ÿ Tips for effective day to day conflict management Ÿ Resolving conflict before it gets out of hand Ÿ Managing conflict with superiors and subordinates Ÿ Getting better results through negotiation Ÿ Establishing or regaining credibility so you can begin to influence people Ÿ Achieving trust down and across the organization

Importance of teamwork Ÿ Managing conflict in teams Ÿ Dealing with dysfunctional team roles Ÿ Enhancing communication in a team Ÿ Effective team problem solving Ÿ Approaches to conflict and pattern of escalation

Importance of teamwork Ÿ Definitions of influence and the bases of power Ÿ Changing the bases of power Ÿ Persuading others by using your power bases Ÿ Identifying ways to build relationships upward, downward and laterally within your organization Ÿ Understanding the person you are trying to influence and persuading them through give and take Ÿ Selling your ideas and implementing change successfully Ÿ Influencing people while projecting self confidence without being pushy Ÿ Strategies for developing charismatic qualities Ÿ Leadership training for influence and power

Target Audience Business professionals who want to expand their conflict resolution skills, understand their own emotions and behaviors, and find productive ways to manage conflict with influence, even when authority is lacking. Leadership and Management

Working, Managing and Leading Remotely - Virtual Learning Rational Ÿ Remote problem solving Working remotely has become a critical necessity across all industries. -Selecting the right tools Managers and leaders alike need to keep track of their employees and -Using the right platform -Tracking progress follow up on assigned projects and tasks despite the restrictions on -Dealing with constraints physical interactions and social distancing. They need to brainstorm -Working with unfamiliar and urgent situations new ideas and solutions despite the absence of a physical place to -Enhancing the remote learning agility meet, and yet deliver brilliant work with outstanding results. This Leading remotely course is about developing new and effective managerial and Ÿ Task Relevant Maturity (TRM) Framework leadership behaviors while maintaining highest levels of productivity Ÿ Leading with trust and accountability in a remotely driven work environment. Ÿ Delegation and self-managementExtending emotional and technical support Ÿ Listening and communicating effectively Course Objectives Ÿ Commitment, accountability and results By the end of the course, participants will be able to: Ÿ Managing moral issues and feelings of isolations Ÿ Managing yourself and staying motivated Ÿ Understand and develop the skills required to effectively manage teams and individuals remotely Ÿ Effectively use technology and tools to support communication Target Audience Leaders, managers and supervisors who manage remotely during crisis or within the team normal times. Ÿ Improve communication and feedback approach with remote team members and individuals Ÿ Track task progress and performance management of remote employees to achieve success Ÿ Keep employees and teams focused and build an engaging, inspiring and trustworthy virtual working environment

Course Content Working remotely Ÿ Managing your mindset -Mental readiness -Psychological readiness -Physical readiness Ÿ The home office setup -Selecting the place -The basics of a home office -Important handy tools -Organizing yourself Ÿ Preparing and organizing for remote meetings -The objective -The agenda -Pre-meeting material -The technology Ÿ One-on-one meeting essentials Ÿ One-on-team meeting prerequisites Managing remotely Ÿ Critical skills to manage remotely -Getting comfortable with technology -Mastering remote communication challenges -The language -The pace -The clarity -The gaps -Remote scheduling and planning -Typical challenges with remote meetings -The frequency -The remote employee -The remote team -Acing expectations from a distance -Minding the manners -How to be crystal clear with goals and objectives -Gaining the right level of commitment -Achieving the desired performance -Sharing the right levels of feedback Ÿ Effective distance managemen -Challenges with distance management -Managing remote individuals and teams effectively -Assigning roles and responsibilities -Resolving performance issues remotely -Holding fruitful conversations -Elevating the quality of remote participation Leadership and Management

Strategic Thinking and Planning - Virtual Coaching and Mentoring Skills for Managers Learning and Supervisors - Virtual Learning Rational Rational An organization without a strategy is like a ship without a rudder. How Most managers know, regardless of their levels of experience, that the can organizations continue to provide exceptional value to people-performance issues are the greatest challenges of their jobs. stakeholders and customers if they are not clear on where they are The secret to success is to be able to multiply your effectiveness heading and how they will get there? The answer is they can't. This is through others. This course is for professionals who are interested in where the role of strategy becomes essential. Strategy is about setting advancing their supervisory and managerial capabilities using ambitious goals, understanding the surrounding current and future coaching and mentoring skills. The course introduces the core skills environment and providing a sense of direction for the organization. In and qualifications required to become an ideal coach or mentor, and it this course, we will cover the 7 steps of the strategy management describes how the coaching and mentoring processes really work. process, starting with the 'thinking' components of strategy, moving into the 'planning' components and ending with 'execution'. Course Objectives By the end of the course, participants will be able to: Course Objectives Ÿ Define and explain the meaning and the differences between By the end of the course, participants will be able to: coaching, counselling and mentoring Ÿ Understand and develop the skills required to effectively manage Ÿ Understand why, how and when to apply coaching in a workplace teams and individuals remotely settings Ÿ Effectively use technology and tools to support communication Ÿ Analyze and recognize their own coaching styles and how to apply within the team this knowledge in their coaching engagements Ÿ Improve communication and feedback approach with remote team Ÿ Improve communication skills to enhance the effectiveness and members and individuals the quality of coaching sessions Ÿ Track task progress and performance management of remote Ÿ Learn and apply a variety of coaching strategies, tools and employees to achieve success techniques Ÿ Keep employees and teams focused and build an engaging, Ÿ Understand the practical application of mentoring and how to inspiring and trustworthy virtual working environment create and manage mentoring relationships in the workplace

Course Content Course Content Strategic thinking and planning Introduction and definitions Ÿ Strategy safari Ÿ Definition and types of coaching? Ÿ The strategic management process Ÿ Counselling-Coaching-Mentoring – A Continuum Ÿ Strategic thinking versus strategic planning Ÿ Formal and Informal coaching Ÿ Benefiting from strategic management Ÿ Importance of coaching Ÿ Analysis of the environment Ÿ Competencies and the personality iceberg Ÿ Porter's 5 forces Applications, benefits and challenges of coaching Ÿ Creating and capturing value Ÿ Applications of coaching in the workplace Ÿ Conducting a SWOT analysis Ÿ Why coaching fails? Ÿ Fundamentals of the PEDESTL framework Ÿ Operational and organizational barriers Vision, mission statements and values Ÿ Why managers do not coach? Ÿ Using vision and mission statements Ÿ Coaching mistakes to avoid Ÿ Definition of vision statements Coaching styles and skills Ÿ Formulating vision statements Ÿ Characteristics of an ideal coach Ÿ Definition of mission statements Ÿ 7 masterful coaching personality traits Ÿ Formulating mission statements Ÿ Myths and realities Ÿ Embracing organizational values Ÿ Coaching styles: What kind of a coach are you? Ÿ Communicating the vision, mission and values Ÿ Seven communication principles for coaching Ÿ Gather good information with EARS Assessing strategic choices Ÿ Good habits of effective listeners Ÿ Porter's generic competitive strategies Coaching sessions, strategies and approaches Ÿ Value chain Ÿ Elements of a good coaching session Ÿ Innovating in the industry value chain Ÿ Coaching strategies and approaches Ÿ Developing a competitive advantage Ÿ Five steps of coaching Ÿ Coaching models: TGROW and SURE Strategic objectives, KPIs and targets Ÿ SWOT analysis in Coaching Ÿ Ensuring strategic alignment in the organization Ÿ The coaching wheel – selected managerial competencies Ÿ Developing effective strategic objectives Ÿ BEST – Preview and review coaching Ÿ Using the Balanced Scorecard (BSC) Ÿ Asking the right questions in coaching Ÿ Using Key Performance Indicators (KPIs) Ÿ Coaching approaches for different behavioral styles (DiSC) Ÿ Characteristics of the right KPIs Ÿ Arranging the room for coaching Ÿ Developing different types of KPIs Ÿ Running the coaching session Ÿ Setting SMART targets Coaching sessions, strategies and approaches Ÿ What is mentoring? Origin of the word Target Audience Ÿ Myth about mentoring All managers and senior professionals who are involved in influencing, Ÿ Corporate mentoring formulating or supporting the long term planning and strategy of their department Ÿ Characteristics and impact of mentoring or organization, as well as those who are responsible for linking, measuring and Ÿ Informal vs. formal mentoring improving the performance of the organization, including strategy or Ÿ Benefits of mentoring and whom to mentor? performance management professionals, balanced scorecard managers, Ÿ Role and attributes of a mentor business unit and department managers and business analysts. Ÿ Mentoring relationships and life-cycle Ÿ Mentoring meeting and agenda Ÿ 10 commandments of mentoring

Target Audience Managers and supervisors whose responsibilities require coaching and mentoring others with the aim to help them achieve and exceed their performance targets. Leadership and Management

Endorsed Key Managerial Skills for New Leading and Managing Change - Virtual Managers and Supervisors - Virtual Learning Learning Rational Rational In today’s complex work environment, becoming a supervisor or a This 'Leading and Managing Change' course is the ideal place to manager demands new skills and new approaches to getting things introduce participants and the organizations they represent to the done. New managers and supervisors must learn how to lead, motivate, topics of change and change management. Attendees will benefit and accomplish tasks effectively and efficiently through others. greatly from a course designed to provide valuable insight into what has become a valid preoccupation by all companies. By attending this course, you will learn how to lead by using the situational leadership model which will take you through the paces of Course Objectives motivation, delegation, and decision making. You will also learn how to By the end of the course, participants will be able to: stay focused and on track with your goals and objectives using Ÿ Explain the leadership and management perspective on 'change’ effective time and stress management tools and techniques. Ÿ Analyze change and develop strategies and plans to deal with it Ÿ Manage resistance to change and recognize the strong emotions Course Objectives associated with it By the end of the course, participants will be able to: Ÿ Discuss and design communication strategies to accelerate Ÿ Defend the importance of their role as new managers or change supervisors Ÿ Develop insight into corporate cultures and how they influence Ÿ Apply different leadership styles to successfully lead and motivate change initiatives their employees Ÿ Empower employees through motivation and delegation Course Content Ÿ Create and manage winning teams IUnderstanding planning and managing change Ÿ Ÿ Manage self, time, and stress in a restless work environment Change and change management Ÿ Defining organizational change -Nature of organizational change Course Content -Reasons and challenges Responsibilities of new managers Ÿ Typology of organizational change Ÿ Why most new managers and supervisors fail -Adaptive Ÿ Managing in the new competitive landscape -Innovative Ÿ Managing for competitive advantage -Radical Ÿ Roles and responsibilities Ÿ The four functions and ten roles of management Ÿ Diagnosing the intensity of change Ÿ Skills needed at different management levels -The change equation Ÿ Common mistakes made by new managers and supervisors -The importance of frameworks Teams and leadership -The connectivity of change Ÿ Differences between teams and work groups Ÿ Change agents and transformation Ÿ What makes a team -Types of change agents Ÿ How teams can fail -Competencies of change agents Ÿ Characteristics of high performing teams -Change management and stakeholders' analysis Ÿ Stages of team formation Ÿ Teams dynamics and team building Models and strategies for managing and leading change Ÿ Situational leadership and its application to team leadership Ÿ Leadership and organizational change Ÿ Current trends and issues Ÿ Management adaptation to change situations Mastering the art of motivation Ÿ Evaluating the need for change Ÿ Definition motivation Ÿ Preparing and planning for change Ÿ Myths about motivation Ÿ The Kotter's eight step model Ÿ The main theories Ÿ Current trends and issues Managing resistance to change Ÿ Implications for managers Ÿ People and change Delegation -Why people resist change Ÿ Definition of delegation and why to delegate -Forms of resistance and how to deal with them Ÿ Root causes of poor delegation -Individual factors versus group factors Ÿ Learning the steps to effective delegation Ÿ Stages people go through when resisting change Ÿ Empowering and motivating employees through delegation Ÿ The 'SARAH' model Ÿ The dos and don’ts of delegation -Managing the transition stage Time and stress management -Managing resistance and emotions Ÿ Definition of time management Ÿ Risks associated with change Ÿ Identifying your time wasters with the activity log -Identifying and managing risks Ÿ Dealing with and managing your time wasters -Risk-impact probability chart Ÿ Start planning effectively Communicating change Ÿ Using the priority matrix and to-do lists Ÿ The importance of communicating change Ÿ Definition of stress Ÿ What people want to hear and what they need to see Ÿ Causes and symptoms of stress Ÿ Elements of a change communication plan Ÿ Techniques and approaches to managing stress Ÿ Dos and don’ts when communicating change Problem solving and decision making Key factors in making organizational change happen Ÿ Tools and techniques Ÿ Understanding organizational and corporate cultures Ÿ The traditional approach to problem solving Ÿ Components of a company culture Ÿ The helicopter view Ÿ Forms of cultural change in an organization Ÿ The Ishikawa fishbone technique Ÿ Common mistakes when transforming company culture Ÿ The How-How technique Ÿ 20 steps to sustain change to a company culture Ÿ The dos and don’ts of brainstorming techniques Target Audience Target Audience Change managers, business process improvement specialists, change New managers or supervisors, prospective managers or supervisors, and management team members, coordinators of reorganization and mergers, managers or supervisors with some experience but no formal training who wish implementers of organizational change, and all business professionals to improve their managerial skills. interested in learning how to deal and manage change on organizational and personal levels. Leadership and Management

Emiddle Management Skills - Virtual Learning Motivating Employees in Times of Crisis - Virtual Learning Rational Rational Building effective managerial and leadership skills is critical to help you Leaders and managers have a highly critical role to play during difficult and your organization succeed. This course is designed to help both and uncertain times. How they treat, engage, and motivate their new and experienced managers develop advanced skills necessary to employees today will continue to resonate for many years to come. add immediate value to their staff and organization. Hence, leaders and managers need different strategies and approaches when it comes to helping their companies and their Course Objectives employees get through the current crisis and be in “get set-ready-go” or By the end of the course, participants will be able to: the “READY” mode when the crisis dissipates or is under control. This Ÿ Define the leadership and managerial skills necessary for course is about motiving employees under difficult business increasing organizational productivity circumstances and keeping them engaged, connected, and Ÿ Apply effective coaching and appraisal techniques appreciated. Ÿ Employ problem solving tools to overcome organizational obstacles Course Objectives Ÿ Solve conflicts using win-win approaches By the end of the course, participants will be able to: Ÿ Create plans to manage change leading to continuous Ÿ Analyze severity of existing circumstances and develop improvement appropriate plans to manage them Ÿ Develop effective time management action plans Ÿ Re-assess their leadership and management styles when operating in unusual circumstances Course Content Ÿ Evaluate individual and team performance and manage emerging Management and leadership challenges Ÿ The manager compared to the leader Ÿ Motivate and engage more effectively to encourage new behaviors Ÿ Styles of leadership and sustain productivity Ÿ Goals of organizational behavior Ÿ Prepare for the post-crisis mode and for future recurrence Ÿ The implication of attitudes and personality Ÿ 10 ways to empower followers Course Content Ÿ Maturity levels Understanding the situation and its severity Ÿ The 9 key motivators Ÿ Assessing the damage and getting the facts. Coaching and appraising performance -Strategic goals Ÿ Coaching, training, and counseling -Operations Ÿ The psychology behind coaching -Employees Ÿ Coaching: why and when -Customers Ÿ The coaching meeting Ÿ Feedback, review, and appraisal Ÿ Understanding and observing Critical Behavioral Factors Ÿ Elements of constructive feedback -Anxiety Ÿ Performance appraisals -Resistance Ÿ Preparation and scheduling of appraisals -Conflicts Ÿ Overcoming operational and behavioral challenges Problem solving and decision making techniques -The TAKE CHARGE formula Ÿ Principles of problem solving Ÿ Team problem solving Adjusting leadership style to new circumstances Ÿ Differentiating between symptoms and causes Ÿ My leadership tendencies – A quick check-up Ÿ Tools and techniques of problem solving Ÿ Staying calm cool and collected Ÿ Effective group brainstorming Ÿ The importance of the adaptive mindset Ÿ The manager as a decision maker Ÿ Stressing organizational culture Ÿ Using the prioritization grid Ÿ Engaging the heart and the mind Managing conflict Ÿ Listening and empathizing Ÿ Sources of conflict Employee motivation in uncertain times Ÿ Constructive and destructive conflicts Ÿ Sustaining motivation during difficult times Ÿ Conflict and team performance Ÿ Issues with motivation during crisis or difficult times Ÿ Resolving and managing conflicts Ÿ Higher-order needs and intrinsic motivation Ÿ Conflict management styles Ÿ Establishing performance guidelines Managing change Ÿ Setting the right levels of expectations Ÿ Definition of organizational change Ÿ The relevance of trust in difficult times Ÿ Dynamics of change Ÿ Solving motivation and performance issues Ÿ Contemporary issues behind change Ÿ Establishing adequate working conditions Ÿ Planning for change Ÿ Transition structures Guiding the team out of the crisis tunnel Ÿ Success factors for making change happen Ÿ Staying positive Ÿ Overcoming resistance to change Ÿ The power of fact-based information Ÿ Communication strategies during change Ÿ Overcoming dysfunctional conflicts Ÿ Changing behaviors by changing mindsets Ÿ The positive impact of teamwork Managing time and meetings Ÿ Returning to business as usual Ÿ Time management principles -Identifying things that we could have done differently Ÿ Identifying and setting goals -Incorporating the learning into the organizational system and procedures Ÿ Time management tools -Ensuring the entire team understands the changes and ready to execute Ÿ Prioritizing activities -Communicating these changes to all affected groups Ÿ The time management grid Ÿ Recognizing hard work during a crisis Ÿ Improving meeting leadership skills Ÿ Stay prepared, stay adaptive, stay Ready – Get set – Go!!

Target Audience Target Audience This course targets managers, senior supervisors, and professionals who want to Leaders, managers, and supervisors who need to operate under mitigating learn advanced management and leadership techniques. circumstances Leadership and Management

Supervisory Skills - Virtual Learning

Rational As a supervisor, the success of your organization rests in your hands. This course provides you with the opportunity to develop highly effective and essential supervisory skills that will strengthen team work and organizational success. Also, this course will help you manage everyday operations with greater ease. Furthermore, it will help you leverage both your managerial and people skills to meet your new challenges as the 21st century supervisor. Course Objectives By the end of the course, participants will be able to: Ÿ Define the supervisor's three roles and his/her related competencies for optimal performance Ÿ Apply the essential supervisory functions that are key for the success of the team Ÿ Use powerful communication skills in order to maintain trust and boost cooperation Ÿ Implement effective coaching/mentoring techniques to help the team progress and grow Ÿ Apply effective time management techniques to increase the productivity of the team Course Content Being a supervisor today Ÿ Scope and nature of supervision Ÿ The supervisor's three distinct roles -An operational role -A leadership role -A communication role Ÿ The supervisor's skills checklist Ÿ Technical Ÿ Human Ÿ Conceptual -The supervisor's competency self-assessment inventory -The supervisor's image - 'A True Story’ The main supervisory functions Ÿ Planning the course of action to achieve operational goals Ÿ Organizing the work of the team -Identifying the work to be performed -Delegating to empower Ÿ Coordinating the work of the team -Ensuring that all efforts move smoothly -Supporting the team to increase productivity Ÿ Building and leading a synergized team Ÿ Ensuring that performance conforms to plans Ÿ Establishing standards for high performance Ÿ Implementing effective problem solving techniques The supervisor as a powerful communicator Ÿ Generating enthusiasm using two-way communication Ÿ Leveraging the power of positive attitude in your team Ÿ Maintaining an atmosphere of trust and cooperation Ÿ Developing the habits of an active listener Ÿ Using body language to make a bigger impact -Visual -Vocal Ÿ Building rapport with the team - 'The Mirroring Technique Ÿ 'Writing professional and accurate E-mails Ÿ Providing proper orientation and positive discipline Monitoring and developing the team's performance Ÿ Monitoring your team's progress Ÿ Helping the team members build on their strengths Ÿ Increasing the team's productivity Ÿ Identifying the right time for coaching Ÿ Identifying the right time for mentoring Ÿ Being accessible and providing support Managing time effectively to increase productivity Ÿ Keeping a to-do-listPrioritizing your typical day Ÿ Breaking tasks down into steps Ÿ Using a progress report to track schedule Ÿ Learning how to avoid typical time wasters -Self-imposed time wasters -System-imposed time wasters Ÿ Making your meetings short and productive

Ÿ Target Audience Supervisors who would like to develop highly effective supervisory skills in order to professionally and successfully manage their teams. Procurement and Supply Chain Management

Negotiation Strategies for Better Purchasing Warehouse Operations and Management - Value - Virtual Learning Virtual Learning Rational Rational One of the most important and required skills for a purchasing Company inventories can reach millions of dollars. You need a good professional is negotiation. In this course, we will explore the various warehouse to store, keep and protect all those millions of dollars. In this modern negotiation methods from a purchasing perspective. We will course, we will discuss the best and the latest methods to store and cover in detail the various negotiation strategies required to meet the protect high value inventories. We will also discuss the best purchasing needs of the organization. The strong and weak points of characteristics of a modern warehouse. Knowing what you have and the buyer along with the strong and weak points of the supplier will be how much you have are the keys to proper warehousing management. explored. We will also discover the appropriate negotiation styles for We will explore the various methods to achieve record accuracy and various situations, including complex situations that will require careful successful cycle counting. attention. Course Objectives Course Objectives By the end of the course, participants will be able to: By the end of the course, participants will be able to: Ÿ Explain the major objectives and functions of modern warehousing Ÿ Develop effective negotiation strategies to meet the purchasing Ÿ Perform ABC inventory classification and calculate record needs of the organization accuracy and discrepancies Ÿ Implement those strategies to maximize purchasing value Ÿ Improve supervisory skills and deal more effectively with Ÿ Discover the appropriate negotiation style for each situation warehouse staff issues Ÿ Explain how to handle and deal with complex negotiation situations Ÿ Develop better skills for housekeeping and safety within the Ÿ Identify supplier strong points and buyer strong points warehouse Ÿ Measure warehouse productivity using the right Key Performance Course Content Indicators (KPIs) Preparation strategies Ÿ Developing buyer needs and requirements Course Content Ÿ Understanding the buyer position Introduction to modern warehousing management Ÿ Understanding the supplier position Ÿ The modern warehouse Ÿ The number of suppliers in the market Ÿ Problems and challenges in warehousing Ÿ Economic analysis of the market Ÿ Warehousing and inventory costs Ÿ Forming a pre-negotiation checklist Ÿ Customer service in warehousing Ÿ Forming the negotiation strategy Ÿ Forming the purchasing negotiation team Inventory classification and record accuracy Ÿ Proper planning and preparation Ÿ The ABC classification Implementing the negotiation strategy Ÿ Uses of the ABC classification Ÿ Making the purchasing plan operational Ÿ Inventory record accuracy Ÿ The best time to negotiate Ÿ Reasons for poor accuracy Ÿ Time is power in purchasing and negotiation Ÿ Periodic and cycle counting Ÿ Information is power in purchasing and negotiation Storage and material handling systems Ÿ The other types of power in negotiation Ÿ Layout of the warehouse Ÿ The best place to negotiate Ÿ Size and shape of the warehouse Ÿ Understanding supplier expectations Ÿ Storage utilization and organization Ÿ The 80/20 rule of negotiation Ÿ Material handling equipment checklist Developing a negotiating style Ÿ Attributes of a good negotiator Safety in the warehouse Ÿ Developing those attributes by the buyer Ÿ Good housekeeping inside the warehouse Ÿ Expressing your purchasing needs effectively Ÿ Identifying safety hazards Ÿ Knowing your products and commodities Ÿ Unsafe acts and conditions Ÿ Knowing the supplier products and services Ÿ Causes and costs of damage Ÿ Active listening techniques Ÿ Planning for safety Ÿ Types of questioning styles Productivity and audit of a warehouse Ÿ Preparing the right list of questions Ÿ Causes of lost time Dealing with complex negotiations Ÿ Warehousing key performance indicators Ÿ Sole source suppliers Ÿ Objectives of the warehouse audit Ÿ Single source suppliers Ÿ Components of the warehouse audit Ÿ Win/Win meets Win/Lose Ÿ Win/Win meets Lose/Lose Ÿ Backdoor buying tactics Target Audience Ÿ Controlling emotions during a negotiation Leaders, managers, and supervisors who need to operate under mitigating Ÿ Friends and relatives as suppliers circumstances Ÿ Ethical behavior and negotiation Preparing and conducting individual and team negotiations Ÿ Practical role plays Ÿ Playing the role of the buyer Ÿ Playing the role of the supplier Ÿ Playing the role of the evaluator Ÿ Supplier strong points Ÿ Buyer strong points Ÿ Being aware of supplier hidden tactics and tricks

Target Audience Buyers, senior buyers, purchasing supervisors, and all other company personnel who are involved in the negotiation process. Procurement and Supply Chain Management

Certificate in Logistics and Supply Chain Procurement and Contracts Management - Management - Virtual Learning Virtual Learning Rational Rational Supply chain and logistics management have been among the fastest Learn how to correctly manage and control the end-to-end project evolving business disciplines over the past two decades. The procurement framework and contract life cycle, as well as effective continuous arrival of innovative concepts and techniques into the strategies to successfully handle suppliers and vendors. Over 5 days mainstream has resulted in a non-stop journey of learning and you will master the step-by-step process for converting needs into development for professionals in supply chain and logistics. This outsourced goods and services. You will gain knowledge on how to course covers the latest essential practices in forecasting, planning, develop evaluation criteria to select the most appropriate procurement procurement, transportation, warehousing and logistics. It also covers partner, and how to create an effective statement of work and service the Supply Chain Operations Reference (SCOR) framework for level agreements. continuous performance improvement across the supply chain. Course Objectives Course Objectives By the end of the course, participants will be able to: By the end of the course, participants will be able to: Ÿ Identify stakeholder expectations and convert project needs into Ÿ Recognize trends and modern practices in supply chain and contract requirements logistics management Ÿ Use a Request for Information (RFI) as a tool to determine the Ÿ Practice forecasting and inventory optimization techniques sourcing strategy Ÿ Appraise item categories and formulate appropriate sourcing Ÿ Develop an evaluation model and supplier selection criteria to be strategies able to analyse and validate proposals Ÿ Describe the role and objectives of transportation management in Ÿ Establish a bid evaluation framework and create a robust Request logistics for Proposal Ÿ Use value adding warehousing techniques Ÿ Adapt and improve your negotiation techniques and Ÿ Apply theSupply Chain Operations Reference (SCOR) framework for communication strategies management of supply chain performance Ÿ Monitor and control supplier performance and maintain effective working relationships Course Content Modern supply chain and logistics trends Course Content Ÿ Supply chain overview Ÿ Purchasing or sourcing managers Ÿ Role of logistics Ÿ Vendor or product evaluation / selection managers Ÿ Sustainability in supply chains and logistics Ÿ Project managers Ÿ Supply chain configuration3PL concepts4PL concepts Ÿ Program managers Materials forecasting and inventory planning Ÿ Qualitative forecasting theories -Forecasting panels Target Audience -Thought leaders Purchasing or sourcing managers -Delphi technique Product evaluation managers Project managers Ÿ Quantitative forecasting techniques Program managers -Seasonal demand forecasting -Moving average -Weighted moving average -Exponential smoothing -Forecasting error -Identifying bias Ÿ Determining economic order quantities Ÿ Determining reorder points Ÿ Replenishment strategies -Make-to-stock -Make-to-order -Assemble-to-order Procurement and go-to-market strategies Ÿ Role of procurement Ÿ Procurement process flows Ÿ Sourcing strategies Ÿ Vendor management Ÿ Partnerships and alliances Role of transportation and shipping in logistics Ÿ Definition of fleet management Ÿ Objectives and costs of fleet management Ÿ Transportation modes Ÿ Optimized routing and cubing Ÿ Incoterms for international commerce Role of warehousing in logistics Ÿ Warehousing network design Ÿ Configuration of warehousing space Ÿ Value adding activities -Stockpiling, spot stocking and assortments -Cross docking, break bulking and consolidation -Mixing, postponement and assembly-to-order Ÿ Warehousing equipment and tools Ÿ Reverse logistics

Target Audience Supply chain and logistics professionals, in particular those at the operational, supervisory and management level. Procurement and Supply Chain Management

Certificate in Stock Management - Virtual Certificate in Fleet and Transport Management - Learning Virtual Learning Rational Rational Demand planning and stock control will help Supply Chain Transportation activities can account for over 70% of organizational Management (SCM) improve the accuracy of forecasts, ensure enough supply chain costs. Thus, it is vital that an organization gets the inventory levels at all times and enhance profitability by optimizing transportation function right, whether its ambition is to meet personnel expenses. When demand planning and stock control are properly mobility needs or to execute the delivery of goods and materials. In this executed, shortages of what is needed and extra stocks will be a story course, we will examine the transportation function in a holistic of the past. Demand planners are “behind the scenes” professionals manner. We start by outlining the requirements of successful fleet who are entrusted with this task. Their job is not straightforward given maintenance programs and workshops. We then describe the the dynamic nature of the scope and its many uncertainties. However, components of stringent fleet and driver safety programs and when executed right, the companies involved can capitalize on the experiment with different capital budgeting and distribution routing many untapped opportunities where SCM can make a difference. In this techniques. We conclude with a thorough explanation of key fleet course, several demand planning theories, models and best practices performance measures. will be discussed. When properly implemented, they will help participants in dealing with various future scenarios in order to ensure a Course Objectives continuous flow of inventory at the least possible cost. By the end of the course, participants will be able to: Ÿ State the objectives of fleet management and the role of the fleet manager Ÿ Course Objectives Implement a fleet preventive maintenance program Ÿ Determine requirements for efficient workshops By the end of the course, participants will be able to: Ÿ Create fleet safety and driver selection programs Ÿ State the objectives of stock management and list their impact on Ÿ Use capital budgeting techniques to perform vehicle replacement analysis cost and customer service Ÿ Optimize distribution vehicle routes Ÿ Prepare proper classification of stock and use best practices for Ÿ Write Key Performance Indicators (KPIs) and measure performance of the item specification and cataloguing fleet Ÿ Use scientific forecasting techniques to predict demand and better Course Content manage lead times Introduction to fleet management Ÿ Differentiate and categorize stock cost elements Ÿ Definition of fleet management Ÿ Compute the optimum ordering quantity and determine safety Ÿ Objectives of fleet management stocks and reorder points Ÿ Costs associated with fleet management Ÿ Maximizing customer service Course Content Ÿ Fleet manager profile Introduction to stock management Fleet maintenance management Ÿ Supply chain management scope Ÿ Roles and responsibilities in maintenance Ÿ Functions and objectives of supply chain management Ÿ Benefits of preventive maintenance inspections Ÿ Objectives of inventory planning and stock control Ÿ Scope of preventive maintenance programs Ÿ Reasons to hold inventory Ÿ Unscheduled maintenance Ÿ Inventory information system considerations Ÿ Road callsTire selection and management Ÿ Inventory push versus pull systems Ÿ Parts and supply management Ÿ Identifying inventory costs Ÿ Vendor versus in-house maintenance Ÿ Customer service in inventory management Workshop management Description and classification of inventor Ÿ Workshop layout Ÿ Types of inventory Ÿ Workshop tools Ÿ The inventory ABC classification ranking model Ÿ Computing workshop productivity Ÿ Uses of the ABC ranking Ÿ Facility requirements Forecasting demand and lead time Ÿ Bay space layout Ÿ The inventory order cycle Fleet safety management Ÿ Dependent versus independent demand Ÿ Elements of a safety program Ÿ Factors affecting demand Ÿ Reasons for accident prevention Ÿ Factors impacting demand forecast accuracy Ÿ Driver selection criteria Ÿ Demand patterns Ÿ Fleet skill tests Ÿ Time series forecasting methods Ÿ Road accident types -Seasonal demand Vehicle selection and replacement -Moving average Ÿ Vehicle selection criteria -Exponential smoothing Ÿ Own or contract analysis Ÿ Measuring the accuracy of the forecast Ÿ Vehicle replacement analysis Ÿ Setting lead time and methods to control it Ÿ Capital budgeting techniques Inventory costs Transportation and distribution planning Ÿ Inventory cost elements Ÿ Transportation fundamentals and optimization Ÿ Cost of item Ÿ Factors affecting transportation decisions Ÿ Purchasing cost Ÿ Network design options Ÿ Carrying or holding cost Ÿ Routing of distribution vehicles Ÿ Stock-out cost Transportation and distribution planning Inventory systems Ÿ Fleet measurement system Ÿ The Economic Order Quantity (EOQ) model Ÿ Transportation costs Ÿ Dealing with quantity discounts Ÿ Cost ratios Ÿ Objectives of safety stocks Ÿ Transportation asset productivity Ÿ Setting safety stocks Ÿ Financial and quality indicators Ÿ Determining the Reorder Point (ROP) Ÿ Cycle time indicators Ÿ Measuring and improving fleet utilization Target Audience Measuring and improving fleet performance Those involved in inventory (materials) planning and stock control at the Ÿ Fleet measurement system operational and supervisory levels. Also, all those working in other functions of Ÿ Transportation costs materials management (purchasing, stores, and distribution) who need to Ÿ Cost ratios understand the mechanics of inventory planning and stock control. Ÿ Transportation asset productivity Ÿ Financial and quality indicators Procurement and Supply Chain Management

Leading and Managing Vendor Relations - Virtual Learning Ÿ Financial and quality indicators Rational Ÿ Cycle time indicators In business, relations and profitability go hand in hand. Having the right Ÿ Measuring and improving fleet utilization vendors on board and achieving the ideal relationship with them can spell the difference between good and great performance levels. In this Target Audience course, we describe the spectrum of business relationships and Fleet managers and coordinators, maintenance managers and supervisors, discuss how vendor profiles can be developed to improve each transportation planners, fleet safety managers and operations managers. relationship. We then list the different go-to-market strategies and discuss how they can be used to integrate vendor relations. Finally, we highlight the leadership and communication skills that are necessary to leverage the full extent of vendor relations.

Course Objectives By the end of the course, participants will be able to: Ÿ Evaluate vendor profiles for fit with organizational needs and direction Ÿ Practice vendor integration techniques to support strategic purchasing objectives Ÿ Manage vendor performance to ensure continuous improvement of offerings Ÿ Apply winning go-to-market strategies to support internal capabilities Ÿ Utilize essential soft skills to improve vendor relationship outcomes

Course Content Vendor validation process Ÿ Words of wisdom on managing vendor relationships Ÿ Sources for gathering information Ÿ Vendor status Ÿ Prequalification questionnaires Ÿ Vendor risk assessments Ÿ Sustainable vendor relations Ÿ Triple bottom line -Economic success -Social development -Environmental sustainability Vendor development and integration Ÿ Vendor development Ÿ Vendor diversity programs Ÿ Supplier certification Ÿ Electronic Data Interchange (EDI) Ÿ Partnering typologies Managing vendor performance Ÿ Vendor performance objectives Ÿ Performance targets Ÿ Continuous improvement initiatives Ÿ Service level agreements Go-to-market strategies Ÿ Purchasing strategy matrix Ÿ Six sourcing strategies -Volume concentration -Best price evaluation -Global sourcing -Product specification improvement -Joint process improvement -Relationship restructuring Ÿ Group buying and bulk pricing Ÿ Just-in-Time (JIT) buying Ÿ Soft skills and vendor relations etiquette Ÿ Effective communication as a pillar for success Ÿ Application of leadership and management skills in vendor relations Ÿ Cialdini’s six powerful persuasion techniques -Reciprocation technique -Authority technique -Social proof technique -Commitment technique -Liking technique -Scarcity technique Ÿ Vendor relations etiquette Ÿ Communicating with foreign vendors

Target Audience Purchasing and supply chain professionals involved in supply management, vendor relations, sourcing, buying, expediting and vendor evaluation as well as personnel involved in the purchasing process. Project Management

Preparation for Project Management Certificate in Advanced Project Management - Professional Certification - Virtual Learning Virtual Learning Rational Rational The overall aim of this course is to prepare participants for the new The overall aim of this course is to provide participants with the Project Management Professional (PMP)® exam launching on 2 knowledge and skills needed to align project management with an January 2021 by discussing the exam's requirements and analyzing the organization’s corporate strategy and to perform in-depth analysis for a format of its questions. Participants will get the opportunity to practice project during the planning and the implementation phases. many similar exam questions. The course also aims at assisting Participants in this interactive course will learn all the critical tools and participants in understanding the new structure of PMP® exam in techniques required to make strategic decisions that optimize the addressing the people, process and business environment domains. successful execution of a project in a dynamic environment.

Course Objectives Course Objectives By the end of the course, participants will be able to: By the end of the course, participants will be able to: Ÿ Define project management frameworks, processes and tools in compliance Ÿ Determine project team member requirements, appraise team with the Project Management Institute (PMI) standards skills, maintain team knowledge transfer, define project ground Ÿ Develop a project strategy to ensure alignment with the overall strategy of the rules, determine a negotiation strategy and support team task organization using financial and non-financial models accountability. Ÿ Construct project diagrams, schedules and plans and use different Ÿ Assess project needs, plan and manage the scope, schedule, techniques to perform an in-depth analysis on project schedules and plans budget, resources and quality of the deliverables and integrate Ÿ Identify different methods for cost estimating and project budgeting Ÿ project planning activities. Manage time and cost deviations through applying 'earned value analysis’ Ÿ Employ risk management plans and apply risk response strategies to ensure Ÿ Assess and manage risks, execute the project, manage successful implementation of a project communications, engage stakeholders, create project artifacts, manage project changes and confirm approach for knowledge Course Content transfers. Overview of project management Ÿ Inspire, motivate, and influence team member/stakeholders Ÿ Defining project management terminologies Support diversity and inclusion, value servant leadership, determine Ÿ Project management processes an appropriate leadership style, and analyze team members and Ÿ Project life cycle Ÿ stakeholders' influence. Effect of organizational structure Ÿ Determine necessary approach and action to address compliance Project strategy needs, evaluate delivery options to achieve benefits and value, Ÿ Strategic versus operational project management continually review internal and external business environment, Ÿ Identify projects that support your strategy Ÿ evaluate the impact of the project to the organization and determine SWOT analysis Ÿ Strategic project management required actions and execute continuous improvement steps. Ÿ Project selection financial models Ÿ Net Present Value (NPV) Course Content Ÿ Decision trees Creating a high-performing team Ÿ Build a team Project planning and scheduling Ÿ Define team ground rules Ÿ Defining scope Ÿ Negotiate project agreements Ÿ Building work breakdown structure Ÿ Empower team members and stakeholders Ÿ Duration estimation Ÿ Train team members and stakeholders Ÿ Network diagram Ÿ Engage and support virtual teams Ÿ Critical Path Method (CPM) Ÿ Build shared understanding about a project Ÿ Resource allocation Starting the project Ÿ Duration acceleration Ÿ Ÿ Determine appropriate project methodology/methods and practice Other planning techniques Ÿ Plan and manage scope -Critical chain method Ÿ Plan and manage budget and resources -Adaptive planning for agile projects Ÿ Plan and manage schedule Project budgeting Ÿ Plan and manage quality of products and deliverables Ÿ Types of Costs Ÿ Integrate project planning activities Ÿ Cost estimating techniques Ÿ Plan and manage procurement Ÿ Contingency and management reserves Ÿ Establish project governance structure Ÿ Cost baseline Doing the work Ÿ Project budget Ÿ Assess and manage risks Ÿ Cashflow analysis Ÿ Execute project to deliver business value Ÿ Ÿ Manage communications Project control Ÿ Ÿ Engage stakeholders Earned value method Ÿ Ÿ Create project artifacts Managing deviations Ÿ Ÿ Manage project changes Key performance indicators Ÿ Ÿ Manage project issues Dashboards and scorecards Ÿ Ensure knowledge transfer for project continuity Keeping the team on track Project risk management Ÿ Ÿ Lead a team Project risk identification Ÿ Ÿ Support team performance Qualitative risk analysis Ÿ Ÿ Address and remove impediments, obstacles and blockers Quantitative risk analysis Ÿ Ÿ Manage conflicts Project risk response planning Ÿ Collaborate with stakeholders Ÿ Mentor relevant stakeholders Target Audience Ÿ Apply emotional intelligence to promote team performance Personnel who are seeking in-depth knowledge of creating and managing project plans. The course is also designed to provide comprehensive time, cost and risk Keeping the business in mind analysis as well as several techniques used to regain control over projects. Ÿ Manage compliance requirements Ÿ Evaluate and deliver project benefits and value Ÿ Evaluate and address internal and external business environment changes Ÿ Support organizational change Ÿ Employee continuous project improvement Project Management

Managing IT Projects Effectively - Virtual Learning Rational The overall aim of this course is to provide participants with the knowledge and the skills needed to successfully manage an Information Technology (IT) project from inception to closure. Participants in this interactive course will learn all the critical tools and techniques required to play a leading role as an IT project manager. We will cover important topics such as analyzing requirements, preparing project plans, developing project budgets, leading the project team and evaluating the overall performance.

Course Objectives By the end of the course, participants will be able to: Ÿ Manage information technology projects using different project management methodologies Ÿ Evaluate the business case of IT projects to ensure feasibility and proper justifications Ÿ Relate project requirements and objectives to stakeholders’ needs in a clear and compelling manner Ÿ Explain fundamental project planning activities and processes and set realistic measurable objectives in terms of time and cost using proven project planning techniques Ÿ Identify the role of the project manager during the design and the implementation phases of the project

Course Content Overview of IT project management Ÿ How are IT projects different? Ÿ Risks associated with IT projects Ÿ System development life cycle -Waterfall model -Incremental model -Basic iterative model -Agile development model Ÿ IT project manager roles and responsibilities Project concept Ÿ Assessing business needs and opportunities Ÿ Developing business case Ÿ Identifying stakeholders Ÿ Establishing conceptual solutions Ÿ Project charter Project requirements Ÿ Gathering and defining requirements Ÿ Functional requirements Ÿ Non-functional requirements Ÿ Requirements gathering techniques Ÿ Documenting requirements Project planning Ÿ Building work breakdown structure Ÿ Critical path analysis Ÿ Gantt charts Ÿ Milestone charts Project design Ÿ Developing preliminary design Ÿ Performing gap analysis Ÿ Prototyping IT solutions Ÿ Preparing technical specifications documentation

Project design Ÿ Managing project team Ÿ Earned value analysis Ÿ Delivery conversion strategy Ÿ Acceptance testing Ÿ Developing the “go-live” transitioning Ÿ Project closeout

Target Audience Project managers and senior IT professionals who seek to manage small to large size IT projects or to broaden their knowledge in the key project management functions. This course is designed to complement the technical knowledge of IT professionals involved in an IT project with the necessary project management skills. Public Relations

Public Relations and Media Skills - Virtual Learning Rational Target Audience Public Relations (PR) professionals should be prepared to use their Public relations officers and other key personnel in the organization whose work skills to present a positive image of their company at all times. They involves contact and interaction with the internal and external public, particularly must be prepared to respond quickly to any crisis that may arise. By managers and supervisors in the areas of personnel, marketing, sales, training and administration. Managers and employees involved in media activities will putting the right effort into building a solid reputation during good times also benefit from this course. your business will be able to withstand the negative press if a crisis were to arise. Participants on this course will understand their role as PR professionals, acquire verbal and written communication techniques, and get the ability to evaluate crisis situations and deal with the media while promoting the reputation of the organization.

Course Objectives By the end of the course, participants will be able to:

Ÿ Analyze and assess the latest PR concepts and strategies in a variety of contexts Ÿ Appraise certain PR techniques and approaches appropriately in order to link them to the working environment Ÿ Demonstrate key PR skills relating to verbal and written communication as well as editorial, layout and production techniques Ÿ Apply the main media skills in PR Ÿ Prepare, present and deliver effective oral messages in public Ÿ Use their PR skills as promotional tool

Course Content PR concepts Ÿ Criteria for successful PR Ÿ PR tools Ÿ Definition, roles and situations Ÿ Qualities for successful PR staff PR and communication skills Ÿ Importance of communication in PR Ÿ The PR officer as communicator Ÿ Exchange of messages Ÿ Models of communication process Ÿ Overcoming communication barriers Ÿ Importance of body language in PR activities Ÿ Definition of effective writing Ÿ Use of clear language Ÿ Writing memos, letters Ÿ Preparing colorful newsletters Ÿ Designing and preparing attractive brochures PR responsibilities Ÿ Corporate image identity and reputation Ÿ Benefits of an effective corporate image Ÿ Internal and external spheres Ÿ Forming a corporate image on the spheres PR and the media Ÿ Definition of media Ÿ Types of media Ÿ Recorded and live interviews Ÿ Behavior during media interviews Ÿ PR and the media: the tools Ÿ Press conferences Ÿ Preparing press kits Ÿ Preparing press releases Ÿ Dealing with the media Ÿ Building good relations with the media Ÿ Dealing with the press during times of crisis Presentation skills and delivering a speech Ÿ Key characteristics of dynamic speakers Ÿ Importance of preparation Ÿ Selecting a topic and purpose Ÿ Analyzing the audience Ÿ Rehearsing the speech Ÿ Public speaking anxiety Ÿ Verbal characteristics and eye contact The PR promotional role Ÿ Decision making process of consumers Ÿ Corporate community involvement Ÿ Marketing PR (MPR)PR role in marketing Ÿ Sponsorship and promotions Ÿ Organizing different exhibitions Public Relations

Crisis Communication Skills - Virtual Learning Rational How to measure your results in a crisis What do the 2010 British Petroleum spill, the disappearance of Ÿ Measuring outputs Malaysia Airlines flight MH 370, and the financial crisis of 2008 have in Ÿ Measuring impact Ÿ common? They were all unexpected crises that rocked the world and Measuring outcomes Ÿ Steps for a measurement program created seemingly insurmountable Public Relations (PR) challenges -Defining your objectives for the organizations involved. This course provides participants with -Defining your audience the opportunity to identify how a crisis can impact an organization and -Defining your criteria and benchmarks what should be done to mitigate its effects. The course focuses on how -Deciding upon your timing, budget and measurements tools to prepare the communication function to respond rapidly and -Analyzing results for conclusions and recommendations effectively in the event of a crisis in order to be able to manage perceptions in the media and online. Target Audience This course is targeted at team leaders, supervisors and managers of public By attending this course, you will learn best practices in crisis relations sections as well as any staff member who may be involved in managing communication issues during a crisis. communication management, situation analysis, risk assessment, crisis team formation and responsibilities, protocols, and resources to be used such as crisis manuals and communication tools.

Course Objectives By the end of the course, participants will be able to: Ÿ Identify the different types of crises and their aspects Ÿ List the various principles of crisis communication Ÿ Devise crisis management processes aimed at mitigating potential crises in their organizations Ÿ Demonstrate the benefits of using the media in a crisis situation Ÿ Evaluate and prioritize the dimensions involved in crisis communication management Ÿ Analyze and interpret results achieved through crisis communication management

Course Content Introduction Ÿ Definition of a crisis Ÿ Overview of communication Ÿ Various types of crises Ÿ Key aspects of a crisis Ÿ Evolution of a crisis Principles of crisis communications Ÿ Setting your clear objective Ÿ Responding quickly Ÿ Accepting responsibility Ÿ Appropriate messaging Ÿ Profiling your audience Ÿ Showing and maintaining credibility Ÿ Coordinating with others Ÿ Continuous monitoring Crisis management process Ÿ Pre-crisis phase -Crisis Management Plan (CMP) -Crisis Management Team (CMT) -The spokesperson's role Ÿ Crisis event phase -Initial response -Reputation repair Ÿ Post crisis phase -Lessons learned -Follow up with communication Crisis communication and media Ÿ Media and communication Ÿ Media as a partner in crisis response Ÿ Social media and crisis communication Ÿ Social media as a beneficial tool or a challenge Ÿ Dynamic use of social media in crisis communication Dimensions of crisis communication management Ÿ Standard operating decisions dimension Ÿ Victims management dimension Ÿ Trust and credibility dimension Ÿ Behavior dimension Ÿ Professional expectations dimension Ÿ Ethical dimension Ÿ Lessons learned SWIFT Training Courses 2021 All courses listed here are strictly led by SWIFT Instructors, for In-house training and other SWIFT training please contact us on: [email protected]

SWIFT Training Courses

Operate Alliance Access Manage Alliance Access/Entry (2 days) (2 days) Work with Messages in Alliance Access - Updates: installation of patches, message syntax tables, deployment - Messaging Services packages SWIFTRef files, and Application Service Profiles. - Software Solutions - User Management and Security Parameters: default Alliance - Introduction to Alliance Access Security Officers, profiles, operators, authentication methods, and - Alliance Access Message Management GUI security parameters - Create FIN and APC Messages Manually - Alliance Gateway Connectivity: configuring Alliance Gateway - Create a Message from a Template connections, configuring Logical Terminals connections as well as - Create an MX Message Manually emission and reception profiles - Validate, Route and Dispose Manually Created Messages - Message Partners: connectivity of Alliance Access with external - Manual FileAct applications and printers - Message searching and reporting - Routing: defining routing rules in Alliance Access, purpose of routing - Event Log and Monitoring schema, setting up additional routing keywords - Message Searching and Reporting: using advanced searching functions and reporting. RMA Operator: - Archive and back-up procedures: safe-storing SWIFT messages, - RMA Service events and software configuration - Alliance Access/Entry Relationship Management - Scheduling and Calendar: automation of daily tasks Application GUI - System Parameters and Event Log: how to change system - Create RMA Queries and Answers parameters, how to troubleshoot eectively the system and how to - Create Authorizations to Receive activate or deactivate alarms - Manage Authorizations to Receive - Using the Monitoring GUI: supervising and operating the elements - Manage Bootstrap Authorizations which are visible through the Monitoring GUI on Alliance Web Manage Authorizations to Send. Platform as well as using the new multi-instance monitoring tool. SWIFT Training Courses

SWIFT Sanctions Screening SWIFT Assessment Guidelines (2 day) Workshop (3 day) Work with Messages in Alliance Access SWIFT proposes to provide a 3-day tailored technical workshop - User Certificate and Token management through PiBKnowledge in order to help second and third line of defense - Presentation of the fundamentals of the service and its at Commercial Banks and Bank of Ghana better understand the functionalities controls and explain how to perform the assessments eectively on the - Administrative tasks: user management, assigning the right SWIFT infrastructure. profiles SWIFT subject matter expert will deliver the workshop. He/she will - Accessing the portal apply a combination of theoretical and practical best practice to ensure - Defining which Message Types will be screened eective multi-channel learning. - Defining and managing which sanctions lists will be applied For practical reasons and to guarantee the quality of the delivery of - Preparation and management of exception and private list this workshop, SWIFT strongly advises on timely registration towards - Routing Rules of MT019 Abort Notification the program. - Preparation and management of Uploading a list - Lists Management (Managing Lists, How to manage exceptions) Course Content - Hit Reduction Rules (how to use HRR and on which cases) Overview of SWIFT - Good/Best Practices of using Sanctions Screening -What is SWIFT? (Context of the financial industry) -Core messaging services (supporting business transactions) -Secure IP network and connectivity types -Interfaces portfolio -FIN and ISO20022 Messaging Standards The Customer Security Programme -Customer Security Controls Framework (CSCF) -IAF - Independent Assessment Framework PKI certificates and HSMs -Public Key Infrastructure (PKI) -Hardware Security Modules (HSMs) -SWIFTNet Security Officers Connect to Alliance Gateway Ÿ Operator Access Ÿ Security management Ÿ Operational and Auditing profiles Connect to Alliance Access Ÿ Operator Access Ÿ Security parameters Ÿ Messaging Data Flows Ÿ Messaging Routing terminology Ÿ Operational and Auditing profiles Connect to FIN and SWIFTNet Ÿ BIC usage and Identity importance Ÿ - FIN Secure Login and Select (connectivity control) Ÿ - SWIFTNet communication channels (InterAct and FileAct profiles) Integrity, filtering and other security controls Ÿ Authentication methods and Application integrity checks Ÿ Transaction Business Control (RMA and Payment Control best practices) Ÿ Confidentiality, Availability and Integrity of messages Ÿ Reconciliation & Integrity of the message flow Audit trails (financial messages) Ÿ Identification of a message (tracking history) Ÿ Message search and event log (where to see) Ÿ Daily message check report (the what) Ÿ Undelivered message report (why it failed) Ÿ Message Delivery monitoring (what is the status) Ÿ Message Retrievals (why to retrieve) Ÿ Monitoring Event log (for Auditing) Ÿ Swi.com security and audit trail (who has accessed) .

For In-House training contact us at: [email protected] www.pibknowledge.com Contact us Web: www.pibknowledge.com Email: [email protected] Telephone: +233 (0)30 290 9013 Mobile: +233 (0)55 327 7031 Location: Accra Digital Centre Accra Ghana