Professional Development
Within the professional development subunit, our goal is to effectively train persons to handle changes and challenges in an increasingly competitive environment and to continuously add value to their organizations. Through formal training and workshops clients are equipped with the necessary knowledge that will enhance skills, intellectual prowess and their ability to effect positive change within their organizations. Our programmes are usually geared towards professionals in the private sector such as supervisors, line managers and middle managers, and also to professionals in the public sector, such as permanent secretaries and senior public servants.
Programmes:
General Management
- Coaching and Mentoring Skills for Managers
- Introduction to Facilities Management
- Effectively Managing Training & Development
- Macroeconomic Analysis & Business Planning in a Turbulent Environment
- Skills for Effective Performance Management
- Principles of Contract Law
- Management for the Newly Appointed Manager
- Total Quality Management
Human Resources
- Employee Retention
- HR Labour Law: Bringing Theory into Practice
- HR & Industrial Relations
- HR Planning
- Succession Planning
- Pensions & Benefits
Leadership
- Demystifying Innovation
- Creation and Development of Competitive Advantage
- Change Management
- Building and Executing Strategy
- Leadership in Action
- Train the Trainer
Logistics
- Inventory Management
- Purchasing Principles
Marketing & Sales
- Customer Relationship Management- Fundamentals of Sales Management
- Principles and Strategies for Effective Advertising
- Strategic Branding
- Strategic Marketing Workshop
- Value Based Pricing Strategies for Competitive Advantage
Innovation is about challenging assumptions, questioning the current rules of the game. It is not about being competitive, but being different, not playing the game, but creating a new game. Innovation is about experimentation and learning to fail often in order to succeed sooner. It is a comprehensive concept that goes beyond the development and successful commercialisation of new products, but as well includes innovation in processes, consumer experiences, business models, and the way the organisation is managed.
Sustainable innovation is a product of deep social and cultural evolution which ties the aspirations of employees to the expectations of the company. Innovation therefore, goes beyond just a new product or service. It implies a new conceptualisation of reality.
The big challenge is not to make innovation an event, but rather a routine. Innovation must be predictable and systematic. It must be part of a daily, measurable and evaluated activity within the business.
At the end of the day, strategy is the synthesis of several factors. It is information implosion, the pattern of decisions within a series of actions, the organisation's philosophy, its style, its view of its surroundings and the way in which it decides to determine its future: adaptation vs. innovation. This innovation workshop will enhance the success of an already successful business by identifying innovation challenges worth pursuing.
This programme will also provide you with the tools, techniques and perspectives that will help you to more effectively develop new products. Incorporating cutting-edge thinking and best practices in new product development, this programme will help you to both create and modify your organisation's new product development process.
Miguel Carrillo, Ph D.
Dr. Carrillo holds a Ph. D. in Strategy from McGill University in Montreal Canada. His latest management positions were:
- Dean, School of Business, Adolfo Ibaņez School
- Dean, School of Business, ITESM Mexico City
- Finance Manager, Hewlett Packard, Palo Alto California
- Associate Consultant, Mckinsey & Co.
He provides consulting services in the area of strategy and innovation for firms such as Ernst & Young, Coca Cola FEMSA, CEMEX, FEMSA Cerveza, Volkswagen, Pfizer, Novartis. He has lectured in 12 different countries including China and India, and he has been a visiting professor at MIT, Adolfo Ibaņez School of Business, University of Massachusetts, and University of Texas in Austin. He has published in several international journals.
Recently, he has been named Executive Director of the Arthur Lok Jack School of Business, of the University of West Indies in Trinidad and Tobago.
At the end of this workshop participants should be able to:
- Identify the different inhibitors and drivers of business development with a focus on innovation.
- Apply management models that drive and structure their organisation around radical, non-incremental improvement that balances the forces of efficiency with exploration and experimentation.
- Describe organisational and operational problems, the challenges of innovation, as well as the process of brainstorming.
- Develop a new product strategy
- Develop a new product development process that is based on cutting-edge frameworks and approaches
Persons who will benefit from attending this workshop include:
- Marketing Specialists
- Business Development Specialists
- Design and Manufacturing Personnel
- Customer Service Individuals
- Front Line Managers
- Product Development Officers
- Sales Personnel
Date
January 20th & 21st, 2009
Time
8:30am - 4:30pm
Cost
TT$4,000.00 per person (inclusive of lunch & refreshments, all training material and certificate)
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
To expose participants to the most important issues in strategy, with a particular emphasis on the current issues in the arenas of value creation, value deployment, and value appropriation. The main focus is in the identification and recognition of not just the best strategic management practices that lead to the creation and development of competitive advantages but as well as the next strategic management practices in innovative organizations from both an academic and professional consulting perspective.
Organisations in order to evolve and adapt must change faster than the context in which they operate. The process of building and sustaining a competitive advantage is based on a firm’s capacity to constantly renew itself, while understanding the assumptions and rules of their competitive environment.
This seminar will provide participants with the ideas, concepts and experiences required to understand:
- The difference sources of competitive advantage
- The dynamics, structure and characteristics of competitive advantages
- How to design competitive advantages with long live spans
- How to design a competitive strategy for the business
This seminar is aimed at participants who are interested in getting familiar with the latest trends and knowledge related to the non functional aspects of a business organisation. The knowledge and information presented and developed will help participants recognize new concepts and trends in both high velocity industries like Personal Computing, Airline, and Pharmaceutical sectors, and other less dynamic sectors such as Steel or Services.
The structure of this seminar is geared toward fostering critical analysis and agile synthesis of the assigned readings, with case studies selected to engage students in emergent management issues such as:
- a) The challenges, issues, and solutions in the formation of advanced collaborative systems.
- b) The challenges, issues, and solutions in the key HR processes like vertical relationships, development of expectations, and the development of persuasion skills in top management.
- c) The challenges, issues, and solutions related to the management of innovation in firms in terms of product innovation, process innovation, and organisational innovation.
- d) The challenges, issues, and solutions related to the management of decisions such as decision traps and cognitive simplification mechanisms.
- e) The evolution and change of the management and strategy practice.
- f) The evolution and change of management and strategy theory.
- g) The operationalisation of the concept of competitive advantage, from several perspectives.
Some of the solutions discussed in the course are knowledge created by consulting firms and think tanks such as Mckinsey & Co, Bain Consulting, Mercer Management, and The Boston Consulting Group. The conductive thread of this course will be recognition of the manager as a change agent capable of creating, delivering and appropriating value for the business through the proposition of a new role: strategy orchestrator.
Learning Objectives:
In general, 7 learning objectives will guide this course:
- 1. To recognize the latest issues in the management of non functional areas in organisations, with a special orientation to the dynamics of competitive advantage formation.
- 2. To identify the current challenges in the management of non functional areas in organisations.
- 3. To familiarise the student with state of the art solutions and tools in relation to the management issues and challenges.
- 4. To learn methodologies that structure the process of creating solutions for more effective management of organisations, and the perseverance of sustainable advantages.
- 5. To develop advanced decision making and strategic thinking skills.
- 6. To develop organisational action frameworks for key implementation processes, like collaboration, decision making, internal consulting and innovation.
- 7. To create and develop innovative business models, understanding their potential and trade-offs.
In general, 7 learning objectives will guide this course:
- 1. To recognize the latest issues in the management of non functional areas in organisations, with a special orientation to the dynamics of competitive advantage formation.
- 2. To identify the current challenges in the management of non functional areas in organisations.
- 3. To familiarise the student with state of the art solutions and tools in relation to the management issues and challenges.
- 4. To learn methodologies that structure the process of creating solutions for more effective management of organisations, and the perseverance of sustainable advantages.
- 5. To develop advanced decision making and strategic thinking skills.
- 6. To develop organisational action frameworks for key implementation processes, like collaboration, decision making, internal consulting and innovation.
- 7. To create and develop innovative business models, understanding their potential and trade-offs.
Persons who will benefit from attending this workshop include:
- Executives from all functional areas
- Middle and High level Managers
- Corporate and Business Planners
- Leaders from all functional areas
Cost: $8,000.00 per participant, inclusive of all training materials, lunch, refreshments and certificate
October 22nd, 23rd, 29th & 30th, 2009.
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
With change comes fear and resistance. Overcoming such obstacles requires that you bridge the gap between management and leadership. This course provides insight into the key ingredients for ‘change leadership’ and explores the idea that leaders are indeed the catalytic drivers of effective organisational change. Of paramount importance is the process of transforming managers into leaders and focus will be afforded to the fundamental skills and competencies that must be nurtured and developed by managers as they undertake this transformation process.
At the end of this programme, you would have developed an important competitive advantage as a leader. Over the 3-day period, we will analyze the forces that drive organizations to change, examine impediments to change, and consider approaches for making organisational change more effective.
On completion of this workshop you would:
- Be able to apply key concepts of change management
- Be able to initiate and manage the change process
- Have learnt to route/map change in your organization
- Be able to develop a long term vision for your service or organization
If you are entrusted with the responsibility of leading and managing change within your organization, then this programme is ideal for you.
7th, 8th & 9th October, 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
This is the time, as the world economy sinks deeper into recession and business prospects appear gloomy, when companies should be preparing to emerge out of the recession equipped to gain and maintain competitive advantage.
A superior cadre of managers and a superior workforce are resources that are not easily imitated or substituted and can therefore differentiate the better companies from the others. To achieve a superior workforce a company must practice superior Human Resource Management, an important aspect of which is Succession Planning.
This is the process of assessing and auditing the talent in a company in order to ensure that there are enough potential successors available who can be appointed to key positions. This 3-day workshop will examine Succession Planning in the context of Strategic Human Resource Management. It will also look closely at a practical template for implementing succession planning within any organization.
At the end of the workshop participants should be able to:
- Identify the relationship between Strategic Human Resource Management and successful Succession Planning.
- Understand a model for balancing the career objectives of individual employees and the organization's need for competent managers.
- Utilize a practical technique for planning and implementing a succession plan.
This workshop will be beneficial if you are a:
- Manager (at any level)
- Human Resource Manager
- Human Resource Officer in charge talent management and managing human capital
- Owner of a small or medium sized company who needs to manage his/her human capital
- Practicing Human Resource Management professional
19th & 20th January 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Human resource considerations are part of every business decision, and human resource planning allows the organisation to adapt its decisions in a timely and efficient manner to changes in the economy. Thus, considering human resource planning throughout the business process can significantly lower costs and can increase the value of investments in human resources. Therefore, serious considerations must be given to staffing your organisation today in a challenging and complex environment.
As your organisation moves into the twenty-first century it is readily apparent that the acquisition and utilisation of human resources is vital for organisational success; and sourcing the right people in the right numbers, performing the right jobs at the right times in the right place is of paramount importance. In the end, it is the people who really determine the success of the organisation by what they do.
This workshop, therefore, focuses on planning for people in the organisation. It is about linking organisational strategy and strategic human resource management with strategic human resource planning and the importance of engaging in human resource planning activities to achieve the end result. It also highlights the importance of managing the process of change in order to effectively implement planning initiatives. It focuses on the process by which organisations anticipate future staffing needs and plan programmes to assure that the correct number and type of employees are available when needed given the turbulent environment, the role of technology and the transient workers.
On completion of this workshop, you should:
- Become more knowledgeable about business planning, strategic business planning and tactical and operational business planning.
- Have a sound knowledge of strategic human resource planning and its link with other human resource management practices
- Become familiar with the importance of operational planning for human resources
- Be able to plan for the management of human resource flows and determining flows of human resources.
- Be able to evaluate human resource planning activities.
- Be able to justify your existence in your organization
- Be able to function comfortably and with success in your organisation.
Persons who would benefit from attending this workshop include:
- Human Resource Managers
- Human Resource Officers assisting with managing the human capital
- Administrative Managers
- Directors of NGO’s
- Owners of Small and Medium sized companies who need to manage their human capital
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
In today’s global business environment, it is widely held that an organisation’s effectiveness, and ultimately its competitiveness, is directly related to the strength of its human resources. This is important in a relatively stable environment, but becomes critical during challenging times, when anything less than maximum effort put forth can be detrimental to the organisation.
Consistent maximisation of employee productivity is required to assist in the survival and even growth of an organisation during difficult times. This also equips the organisation to take advantage of any opportunities that may alight when buoyant economic times return.
This highly interactive workshop is designed to assist managers in coping with the challenges of delivering results in an increasingly complex business environment, where employees achieving targets become vital.
By the end of this workshop, participants should be able to do the following:
- Identify specific organisational challenges for employee management
- Evaluate strategies adopted by global organisations to create a motivated and productive workforce
- Examine employee performance management strategies and their relevance to the organisation
- Identify strategies for incorporation into their own approaches for delivering improved organisational results
Persons who should benefit from attending this workshop include:
- Investment professionals
- Research Analysts
- Corporate Bankers
- Entry-level professionals
- Middle-level managers with decision-making authority
- Individuals with a keen interest in understanding the global economic crisis
13th, 14th & 15th July, 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
As the world economy slows and the global financial crisis unfolds, managers confront a more profoundly uncertain business environment than most of them have ever faced. Companies must evaluate a broad set of macroeconomic outcomes and then implement strategic responses to become more flexible, aware and resilient. Such companies are more likely to survive the crisis, and even to prosper.
At the end of this workshop, you should be able to:
- Use macroeconomic analysis to provide insight into business decisions in a turbulent environment
- Conduct country analyses to identify likely triggers of increased economic vulnerability and business risks
- Analyze the impact that economic events and government policies have on corporate strategy, competitiveness and performance
- Strengthen your financial statement projections (cash flow, income statements and balance sheets), annual budgets, country studies, business plans and strategic decisions
- Formulate reasoned opinions about macroeconomic policy responses to crisis management and potential impact on business performance
Persons who should benefit from attending this workshop include:
- Investment professionals
- Research Analysts
- Corporate Bankers
- Entry-level professionals
- Middle-level managers with decision-making authority
- Individuals with a keen interest in understanding the global economic crisis
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.
Organisations today function in a dynamic and complex environment. Faced with increased competition, expanded regulations, sophisticated technology and limited resources, organisations must respond to extraordinary demands for quality, productivity, and cost efficiency. All organisations must implement processes to continuously develop their most important resource - their people.
This two-day seminar will help you to successfully manage an effective training and development function which meets the needs of the business. It will give you the opportunity to review the competencies most relevant to the role and includes a range of practical skills and knowledge of the training function.
The programme aims to motivate participants to take home workable ideas and plans to enhance their management of the training and development function.
On completion of this 2-day workshop, you should be able to:
- Identify and develop key competencies within the training and development role
- Formulate a training strategy that incorporates organisational, group and individual needs
- Apply a structured approach to managing the training and development function
- Select and manage the quality of external training providers and consultants
- 5Evaluate the effectiveness of training and development
- Create an action plan that will capture key learning points that can be transferred into the workplace
This workshop is intended for Training Managers, Human Resource personnel, persons responsible for training and development in their organization or those wishing to understand the fundamentals of the role.
17th & 18th March 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
This workshop can help participants to improve sales and profits by showing how customer value can be measured and used as the driving force in product or service pricing. It extends beyond a discussion of generic pricing approaches available to managers by examining the strategic pricing decisions that drive business success in today's economy. By linking prices to customer value, this programme provides individuals with a strategic pricing framework that can be used to create a competitive advantage for their organization within an increasingly competitive environment.
After attending this workshop participants should possess a solid understanding of Value-Based pricing practices and have answers to questions such as:
- Is my current pricing leaving money on the table?
- What is a "fair" price and how can "fair pricing" influence customer perceptions of my product/service and business?
- What is the highest price that my customers will pay before rejecting my product as "too expensive"?
- What is the "optimal price point" of my product? (i.e. the price at which fewest customers will reject a product as "too cheap" or "too expensive")
- How do customers perceive price and form value perceptions?
- What are the fundamentals of Value-Based Pricing?
- How do I develop & implement the best value-based pricing strategies?
- How do I price new products & services?
This programme is targeted to those individuals with responsibility for strategic pricing decisions and who have some experience in setting prices, including:
- Marketing Managers
- General Managers and CEOs
- Brand Managers and other Senior Marketing Personnel
- Marketing Professionals involved in pricing decisions
April 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Contract law is immense and can be intimidating and confusing to someone in a non-legal profession. Therefore, a sound working knowledge of the fundamental concepts in this area of law is imperative.
Non-legal professionals come into contact with contracts on a daily basis. Knowledge of the general principles of contract law thus becomes important in conducting business and commercial transactions.
All contracts regardless of subject matter are underpinned by general contract law. In its practical application contract law is supplemented by legislation that is unique to a specific area. This legislation defines the parameters within which the contract law principle operates by adding detail to the broad framework of contract law.
The course is designed to build upon the fundamentals of contract law and will aid in enhancing the decision-making capability of the non-legal professional. In particular, it aims to develop and nurture competencies that prepare non-legal professionals to interface effectively with both legal and non-legal professionals.
After this 3 day workshop, participants should be able to:
- Prepare and conduct effective pre-contractual investigations into the financial status of an organization with which you intend to conduct business (Due Diligence)
- Prepare and conduct effective pre-contractual negotiations
- Understand the principles of contract formation
- Carry out the background work required for the formation of a valid and binding standard agreement
- Formalize the agreement and focus on performance and execution of the contract
- Identify what can cause the termination of contracts and remedies that follow
This course will be best suited for non-legal professionals since legal professionals may consider the course to be too elementary. The target audience includes: Business Owners, wholesalers, persons involved in procurement and business professionals engaged in contract development.
24th, 25th, 26th February 2010 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
The Facilities Management function in the workplace has come under scrutiny as companies now recognize the need to ensure that buildings, systems and services effectively and efficiently support the core business operation and processes. Whether it's in banking, process plant, education, health care or manufacturing, Facility Management is the silent pillar that contributes to the strategic objectives of a business in the dynamic world we live in. Management of facilities can significantly affect the profitability of a company with success dependant on reducing the overhead cost of actually being in the business as well as downtime.
This programme will cover a range of Facilities Management issues, offering insight into recent developments in the profession. It will also discuss everyday problems encountered by companies and offer possible solutions that may be at their disposal. Key to the success of individuals in this field of Facilities Management is the ability to deal with people, to manage change and simultaneous operations and to deal with challenges while working under pressure.
Upon completion of this programme, participants are able to:
- Describe the role and responsibilities of Facilities Management
- Recognize the new developments in Facilities Management
- Provide practical advice and guidance on selection and management of contractors
- Demonstrate an awareness of health and safety compliance issues (OSH ACT), risk management, disaster preparedness, emergency response and business continuity
- Explain the importance and benefits of good project management planning and execution
- Describe Security and Facilities Management
- Demonstrate an awareness and understanding of everyday Facilities Management Problems
This course is designed for:
- Companies with a Facilities Management programme in place or those thinking about implementing one
- Any person currently in the field of Facilities Management e.g. building services and estate managers
- Those who are interested in moving into the field of Facilities Management
24th - 26th February 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Good advertising requires hard work, careful planning and a clear vision of the environmental forces affecting the advertising landscape. This seminar combines a compelling presentation of the fundamentals of advertising with insightful coverage of the hottest topics and latest trends. Focused on practical applications, it introduces participants to the key principles of effective advertising by presenting concepts in the context of real advertising practice.
After attending this workshop participants will possess a solid understanding of leading edge practices and trends in advertising and have answers to questions such as:
- What new challenges do advertisers face in a Web 2.0 world?
- How do I integrate the internet as part of my communication strategy?
- How can I use advertising to position my company as socially responsible?
- What lessons can be learnt from observing political advertisements and how can this benefit my brand?
- How does a better understanding of consumer behavior influence the type of advertising that I develop?
- What emerging trends will change the way we advertise our products and the way consumers view the brands we advertise?
This programme is targeted to:
- Marketing Managers and Brand Managers
- Communications Directors/Specialists
- General Managers
- Other Marketing Personnel responsible for developing and approving advertising and interfacing with ad agencies
22nd & 23rd September 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Employee Turnover is considered to be the silent killer of productivity in businesses today, yet managers have limited knowledge on why people join, stay and leave organisations. International research has indicated that the cost of replacing a productive employee is equivalent to 65% annual salary.
Too many companies are not considering the hard work that went into recruiting employees. Intelligent organisations are those that build upon their original investment by assisting employees in gaining new skills as well as by preparing them to face greater challenges through increased responsibility. Retaining and engaging high performing employees build strong organisational culture and improve performance and morale internally.
Retaining top talent is crucial as it allows companies to gain and maintain a competitive advantage in markets. It is crucial therefore for managers to be equipped with theoretical knowledge and practical solutions to curb the negative effects of high turnover and to maximise retention of key employees.
Mr. Roland Baptiste
At the end of the course participants will:
- Have a clear understanding of the general expectations that organizations have of staff members
- Be able to explain the psychological contract
- Be able to explain a bundle of strategies available to organizations in their attempt to attract and retain valuable staff
- Understand the interrelationships of HR systems and Retention
This programme is designed for:
- Managers
- Supervisors
- Practicing Human Resource management Professionals
- HR Analysts/Officers
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
The Quality revolution focuses on the way organizations are increasingly using the body of knowledge surrounding Total Quality Management (TQM) and its techniques as a mechanism to initiate and sustain competitive change. This changing attitude to Total Quality is best summed up in a quote from the chief executive of a Unilever subsidiary, "I thought Total Quality was a religion, now I know it is a fundamental business practice".
Quality is about building better organizations where speed of response, ability to innovate, delivery of superior service, slick administration and technical mastery are just as important as zero defects.
This programme seeks to promote the philosophy of TQM and its real potential to positively impact on productivity and overall organizational success across Industries in both the public and private sectors.
Dr. Shaffick Hosein
At the end of this workshop you should be able to:
- Understand the philosophy of TQM
- Promote TQM and its associated benefits within your organizational framework
- Improve productivity through TQM
- Understand the integral linkages between organizational culture and TQM
- Explain how organizational success can be brought about through TQM
- Assess the impact of TQM for our country, Trinidad and Tobago
TQM will be most beneficial to:
- Managers at any level within the organization
- Senior staff--person with responsibility for several operating units
- Staff with the responsibility for supporting a manger in his/her duties
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
The present economic situation in which most companies are operating is characterized by a tightening of liquidity. Effective Inventory Management can be the watershed for their success or their demise in these times. The strategy is to have a balance between supply and demand for inventory so that cash is not tied up and inactive for long periods of time. This programme aims at providing tools and techniques to achieving that balance.
While the workshop covers some of the fundamental theories of Inventory Management, the true benefit lies in the application of these theories to the Trinidad and Tobago Business environment.
This programme aims to provide participants with basic knowledge in the following:
- Inventory accuracy
- Inventory Rotation
- Quality in Inventory
- Inventory Staffing and Functions
- Inventory Storage and Warehousing
- Health Safety and Security in Inventory
- Internal Controls that prevent fraud and pilfering of Inventory
- Strategies to identity and remove non-value adding Inventory
- Modern uses of Technology in Inventory
The programme is aimed at persons employed in manufacturing, distribution and the retail trades, with responsibilities that require knowledge of how to effectively manage inventory.
April 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
In today’s increasingly complex business environment, having an effective strategy process has never been more essential. Strategy drives all business disciplines.
This programme is designed to help you develop strategic intuition and highlight application of strategy. It will provide you with simple and straightforward techniques for skillfully developing and effectively executing successful, highly differentiated strategies. In essence, the programme will help participants to think strategically about their company, its present business position, long term direction, resources and competitive capabilities along with its opportunities for gaining advantage in the market place.
- Develop, design, and implement the right strategy
- Distinguish goals from strategy
- Analyze dominant patterns in strategic thinking
- Understand personal and organizational values to help formulate strategy
- Understand the managerial tasks which are associated with the implementation and execution of strategy
- Align the organization’s resources and success factors to ensure accomplishment of the strategy
- Improve your ability to anticipate change and its implications
- Improve your skills at customer and competitive analysis
- Develop action plans to deal with strategy issues existing
in the organization
You will find Building and Implementing Strategy most beneficial if you are a:
- Manager, at any level
- Senior staff-person with the responsibility for some aspect of strategy development
- Senior staff-person with responsibility for several operating units
- Staff personnel with the responsibility for supporting a
manger in his/her development of strategy
Dr. Colin McDonald
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
In today’s highly competitive world, a sales force’s success is directly related to the quality of its management. When the very best sales people are promoted into management it is not without risk, since the knowledge and skills necessary to be an effective sales manager are different from those needed to be a top sales producer.
This workshop focuses on giving participants
the knowledge, strategies and tactics necessary
to become effective sales managers. It
centres on leading and transitioning a
group of sales people into a dynamic, productive
sales force through the application of
sound sales management principles.
- Explain the creation, organization and leadership of an effective sales force
- Select and train the right salespeople
- Develop a sales force compensation plan and motivation scheme
- Distinguish the steps involved in effective selling
- Execute prudent sales planning and forecasting
- Interrelate performance management techniques to evaluate the sales force
This programme is designed for:
- Sales Professionals seeking to transition into Sales Management
- Newly appointed Sales Managers
- Experienced Sales Managers wishing to refresh or update their
knowledge and skills
Mr. Rainier Bisnath
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Managers in public services organizations face a myriad of problems. In our three-day programme we focus upon people problems; specifically culture, leadership, change management, and human resource management. These issues have been selected because they are embedded within current public policy initiatives to which managers of public services organizations need to respond. Improved management of culture, transformational approaches to leadership, better management of change across organizational and professional boundaries and more strategic management of human resources are all promoted by policy as panaceas for the woes of public services organizations.
Around the globe public services managers are being asked to become more ‘business-like’ – what does this mean when it comes to the generic transfer of the business experience to the public services? Drawing upon research, which includes the examination of management models in the private sector, and both public sector and business worldwide experiences, the programme develops participants’ skills and knowledge regarding the implementation of management solutions to improve the delivery of public services.
- Recognize how culture management, leadership, change management and human resource management interventions enhance the delivery of public services
- Evaluate the value of generic transfer of elements from the business experience to improving public services management
- Anticipate implementation problems associated with culture management, leadership, change management, and human resource management solutions
- Develop an action plan for improving management of public services within your organization
This programme is designed especially for:
- HR Managers/Practitioners/Consultants
- Senior Executives and Managers
- Middle Managers aspiring to Senior Management positions
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
“To lead or exercise leadership is to be ahead of others, to take them forward where they might not necessarily want to go, to make them go where they need to be and to motivate them so that they overcome any fears or qualms they may have. ”(Clegg et al., 2005)
It is globally accepted that leadership is the key to the ongoing profitability of organisations around the world. It is not just firms in developing countries that are struggling to meet their customers’ needs of high quality, yet low cost goods and services. Even those first world companies, previously lauded for their efficiency and effectiveness, are now spotlighting improved leadership as the only panacea to their burgeoning problems in today’s highly competitive world market.
This two-day programme will take the five key areas of leadership study as primary themes to explore the role of leadership as it effects Trinidadian and international companies.
Recognise how leaders impinge upon the success or otherwise of their
organisation’s activities
Anticipate the necessary leadership skills
required by organisational stakeholders, customers and followers
in today’s global organisational contexts.
Evaluate and develop a strategy to improve
your own and others’ leadership within your organisation.
This programme is designed especially for:
- HR Managers/Practitioners/Consultants
- Senior Executives and Managers
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Contemporary Human Resource Management (HRM) focuses on managing the human resource in a strategic way. That is, organizations are now seeking to align HR practices to their company’s mission, vision and strategy. In order to accomplish this, it is necessary to integrate the major HR practices (HR Planning, Performance Management, Training and Development, Compensation Management, Industrial Relations and Employee Safety, Health and Welfare) instead of looking at each in isolation, in order to obtain the most comprehensive picture of what must be done to properly manage the human resource.
This course focuses explaining the significance of linkages among the HRM practices and their respective functions, and on illustrating their importance in effective Human Resource implementation. This programme also examines the linkages among HRM activities and organizational strategy and the Balance Scorecard.
- Describe the major HRM practices and their respective functions and activities
- Recognize the interrelationships between and among these HRM practices
- Demonstrate an integrative and holistic approach to HRM
- Apply knowledge gleaned in the work setting
- Illustrate importance of these interrelationships in performance
- Drive improved performance in the organization
Who should attend:
- Human Resource Managers
- Human Resource Officers assisting with managing the human capital
- Administrative Managers
- Directors of NGO’s
- Owners of Small and Medium size companies
who need to manage their
human capital
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Coaching and mentoring are often used by managers to improve the performance and productivity of employees. Line managers can improve their use of these techniques by understanding the “rules of the game”, i.e. the skills, processes and conditions best suited to workplace coaching and mentoring. This three-day workshop addresses these issues.
In this workshop, participants learn the organisational and individual benefits associated with employee performance coaching and counseling: they will examine opportunities for using coaching and mentoring in the workplace; they will discuss the personal attributes and behaviours associated with persons who are effective in the practice of employee coaching and counseling; they will have an opportunity to plan and execute, by use of role play, a coaching intervention. Workshop attendees will also be able to assess their competence in the areas of listening, giving feedback, and the creation of Personal Development Plans – three critical activities in the mentoring and coaching process.
- The behavioral attributes for becoming and effective coach or mentor
- The benefits of workplace coaching and mentoring
- Steps in the coaching and mentoring process
- How to plan and conduct an employee coaching intervention
- An understanding of the risk associated with employee coaching and how they can be mitigated
- An assessment of their listening and feedback skills
- How to assist employees in
creating a Personal Development
Plan (PDP) with realist goals and development
interventions.
April 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
This Workshop addresses the practice of employee coaching and mentoring in the workplace. It is designed for line managers and HRM professions who which to enhance their skills and knowledge in these areas.
Almost every step of the human resource management cycle of activities potentially can become the subject of a legal challenge. This includes decisions taken in the reemployment stage, during the employment relationship and in the post-employment stage. Human Resources practitioners must therefore know the employment / labour laws, principles and procedures and must effectively apply these in their day-to-day management of employment issues.
The proper implementation of the employment laws, principles and procedures often involves lengthy investigations, delays in the disciplinary process and other challenges. This undermines the effectiveness of internal disciplinary action and can weaken a company's case if it is heard before an external third party. At the same time, such lengthy processes are often in direct conflict with the business needs of the company which require that employment matters be managed within short time frames. As business partners, Human Resource practitioners must therefore acquire the knowledge and skills necessary to balance requirements of the legal process with the expectations of their business leaders.
HR is a generally a cost and not a profit centre for companies. Through knowledgeable and effective management of the employment relationship, Human Resource practitioners can save their companies time, money and reputational damage, and can therefore positively impact the bottom line (Operating Efficiency, Return on Assets, Return on Equity) of these companies.
- Have a good knowledge of the employment and labour laws that govern organisational life.
- Understand what each law requires and to whom it applies
- Understand how to maintain provisions of the law
- Be able to identify the relevant agencies responsible for enforcing each law
- Understand how each law affects employment and compensation decisions
- Be able to use the laws in formulating policies and guidelines for your organisation
- Be able to use the laws to engage in human resource practices
This workshop will benefit:
- Human Resource Professionals
- ILabour Relations Professionals
- Business Owners
- Managers
4th & 5th February 2010
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
The world's best organisations are focused on the success of their people. The potential for organisational improvement and competitiveness--whether related to customer service, productivity, or innovation--is directly related to the performance of the organisation's employees.
A highly effective manager assesses their team's performance on a continuing basis and regularly reviews their progress. This course promotes a proactive and systematic approach to performance management by highlighting how managers can agree on performance objectives with team members and set up mechanisms for reviewing progress. It also tackles the sensitive issue of poor performance and the key role a manager can play in correcting this.
- What is Performance Management
- Benefits of Performance Management
- Performance Management Framework
- The role of the manager in the performance management process
- Performance Management as a System
- Performance Management as it relates to business strategy
- Evaluating Performance
- Managing the performance of marginal employees
- Feedback and coaching
This workshop will enable you to:
- Apply a systematic approach to performance management
- Design the most effective performance management system for your organisation
- Demonstrate the role a manager should play in the performance management system
- Participate in a collaborative goal-setting process that reflects overall organisation goals
- Match employees' capabilities with required job
- Evaluate performance using both appraisals and reviews
- Coach each of the individuals in your team
- Entry-level managers
- Supervisors
- Management Personnel
- Human Resources Managers who need to build or design new performance management systems
- Managers at all levels
TBA
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Click here to download the application form.
For newly-appointed managers, the managerial position can be a somewhat lonely and even hostile place. With minimal organisational support available, they frequently find it necessary to rely on their own instincts to make critical decisions, growing in confidence whenever the impact of these decisions appear to produce little or no negative consequences for the organisation.
In the absence of organisational initiatives to systematically develop managerial competence, many newly-appointed managers find extreme difficulty in making the transition from technical to managerial excellence. As a result, much of the conceptual, interpersonal and, indeed, managerial competencies required of these managers remain under-developed while they find comfort in continuing to operate at a technical level.
This workshop is designed to help newly-appointed managers understand the role of the manager in today’s organisation, and to identify and develop the competencies required to facilitate the success of the organisation.
- Understanding the role of the manager
- Developing an holistic organisational perspective
- Aligning departmental goals to organisation strategy
- Developing performance goals
- Building a performance culture
- Effective delegation skills
- Managing self
- Developing and Managing teams
- Effective Communication skills
- Performance monitoring and coaching
- Evaluating employee performance
- Building employee competencies
- Creating a motivating environment
- Understanding principles of industrial relations
- Dates
- 9th — 11th December 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
- Recently appointed managers who are in the transition of moving from managee to manager.
- Persons who have two years or less experience in a managerial position.
- Managers who are interested in boosting their effectiveness in managing operations and people.
This course is designed for branding professionals as well as anyone wishing to become a practitioner of branding. It defines the scope of branding and gives an understanding of the new strategic role that brands play in creating long-term value for companies and customers in today's marketplace. It will lay the foundation for effective brand leadership by exposing participants to a step-by-step process for building and launching a strong brand.
The course then presents several ways by which a company can grow and sustain the success of a brand in highly competitive markets. Topics include the strategic use of brand extensions, use of innovation to increase brand loyalty and the rejuvenation of a declining or aging brand.
Finally this course will give you a brand assessment tool which you can use to diagnose the health and performance level of your organisation's brand. It will uncover the areas where the brand is strong and areas where the brand needs development.
Areas- Scope of Branding
- Building Strong Brands
- Growing and Sustaining a Winning Brand in Highly Competitive Markets
- Revitalization of a declining or aging brand
- Assessing the Performance of a Brand
By the end of this course, you will be able to:
- Recognize branding as a strategic tool that creates long-term value and profitability.
- Understand how to build a strong brand.
- Understand how to grow and sustain a brand under highly competitive situations.
- Understand how to rejuvenate a decaying brand.
- Identify the strengths and weaknesses of a brand.
- Demonstrate a higher capacity to make strategic decisions based on exposure to certain key concepts of brand management.
- Marketing, Brand, and Advertising Managers
- Managers at all levels
- Branding Professionals
- Individuals aspiring to become Branding Practitioners
- Mr. Rainier Bisnath
-
With a successful career in Sales and Marketing, Rainier Bisnath brings a wealth of knowledge and experience to the client organization. He is the holder of an honours degree in the Natural Sciences and an MBA with specialization in Marketing.
As Mr. Bisnath progressed in his career, he quickly gained the skills, competencies and experience necessary to propel him into key executive management positions with some well-known companies operating in the manufacturing and energy sectors. His last post was at Neal and Massy Energy Limited, where he held the position of Sector Manager responsible for marketing the company's Exploration and Production services.
As a Consultant with the Arthur Lok Jack Graduate School of Business, Mr. Bisnath has completed several successful consultancies and training programmes in the areas of strategic branding, customer relationship management, marketing management and strategic planning.
Mr. Bisnath is also a Lecturer on the International MBA and M.Sc. in Marketing programmes at the Lok Jack GSB, where he encourages discussion in the classroom and is not adverse to entertaining differing points of view on the subject matter.
Date:
4th & 5th November 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
A key strategy for successful organisations is the development of leadership at all levels of the organisation. In today's fast-paced business environment, managers and supervisors are required to think and act strategically to improve levels of output and deliver exceptional value for their organisations. If organisations are to survive and thrive, the ability to craft strategies and inspire employees to act should no longer be considered the province of a select group of employees.
This workshop will offer practical leadership tools to help participants achieve the following:
- Understand the changing business environment and craft strategies to improve organisational effectiveness
- Communicate more effectively and create a motivating work environment
- Define and manage change initiatives
Persons who will benefit most from
this workshop include:
• Managers at all levels
• Supervisors
• Individuals with leadership ambitions
• Managers at all levels
• Supervisors
• Individuals with leadership ambitions
- Date
16th, 17th & 18th September, 2009
Contact: 645-6700
Brent Cassim ext. 330
Tamara Edwards ext. 157
Email Address: openenrolment@gsb.tt
Click here to download the application form.
This five-day workshop is strategic in its design and takes participants through the entire training cycle – from diagnosis to evaluation.
The workshops feature cutting edge training methodologies and
techniques and the latest findings on the teaching/learning process.
- Given regular attendance and active participation in classroom
activities and completion of assignments, participants will
be able to do the following by the end of the workshop:
• Discuss the Psychology of Learning
• Identify the elements of Kolb’s Learning Styles
• Write instructional and learning objectives using Bloom’s taxonomy
• Plan and deliver training modules
• Develop training aids to facilitate greater impact of training delivery
• Select from among a variety of training media, the most appropriate media for use in training delivery
• Construct a training evaluation design
• Evaluate the impact of training deliveryDay One: Fundamentals of Delivering Presentations
– Planning the Presentation
– Preparing the Presentation– Delivering the Presentation
Understanding the Principles of Learning
– Learning Styles
– How People LearnDay Two: Developing the Training Programme
– The Training Cycle
– Developing and Using Instructional materialsDay Three: Designing Visual Aids
– Planning the Lesson
– Writing Training ObjectivesDay Four: Delivering the Lesson
– Organising your Presentation
– Using Visual AidsDay Five
– Participants’ Presentations and Feedback
• Training Managers/ Coordinators
• Human Resource Managers/Assistants with responsibility for the training function in their organisations
• Persons interested in becoming trainers/instructors or in managing/coordinating the training function
- Date
- 22nd - 26th October 2010
Bidding, negotiating, and contracting with suppliers present significant challenges in logistics and purchasing. When delivered goods are damaged or low inventory leads to a halt in production, this can result in higher costs for your company. Large dollar expenditures require careful planning practices.
The purchasing function within an organisation has the potential to influence corporate profitability and performance. Today’s successful global businesses consider Purchasing as a strategic function that leads and enables change within an organisation. If you view your Purchasing function [or department] as merely the department that buys things, then you could be missing a significant opportunity.
This programme will engage participants in understanding the
tactical and strategic responsibilities of purchasing/supply;
the purchasing process; and the role of the buyer in the organization.
The course
discusses the business and ethical sides of the procurement function
and reviews and defines professionalism in purchasing.
You will be guided through key supply management activities such
as sourcing, quote solicitation, supplier selection, supplier
management and negotiations. This course also covers legal aspects
of purchasing and contracts that every buyer must understand to
properly represent their organization.
• Purchasing Strategy and Planning
• Ethical Practices in Purchasing
• Supplier Selection, Development and Evaluation
• Legal Aspects of Purchasing & Supply
• Price and Value Analysis
• Negotiations
• Logistics in Purchasing and Supply
• Covering the insurable risks in Purchasing and Supply
• Purchasing agents / officers
• Logistics personnel / engineers
• Facility Managers
• Small business owners
Date
2nd & 3rd December 2009
Managers in public service organisations
face countless problems. In our two day programme, we focus upon
people problems, specifically cultural change, leadership, knowledge
management and human resource management. Drawing upon research published
by Professor Graeme Currie of Nottingham University Business School
in England, including the examination of management models in the
private sector, the programme develops participants’ skills
and knowledge regarding the implementation of management solutions
to improve the delivery of public services.
Over the two day programme, our aim is
to demystify contemporary management
panaceas and expose you to the language
and principles that underpin culture
management, leadership, knowledge management
and human resources management.
• Understanding what the ‘cultural’ problems
are within your organisation.
o How do you or your organisation ‘solve’ these?
• Organisational culture - Corporate culture
and organisational (sub-) cultures.
o Can culture be managed?
o Should culture be managed?
• Leadership within your organisation.
• Leadership vs. management.
o Understanding the link between leadership
and performance. Understanding how the public services context impacts
upon leadership approaches.
Day 2
• Sharing of knowledge effectively, across boundaries inside & outside
your organisation.
• What are the problems of sharing knowledge?
o How might organisations improve the
sharing of knowledge across boundaries?
• What are the HR problems in your organisation?
o How might/are these solved?
o What is the role of the HR function
in your organisation?
• Human resource management compared to
personnel management.
o The components of HR strategy;
o The design and effects of HR strategy;
o Can the HR function really be strategic?
This programme will enable you to:
• Understand how culture management, leadership, knowledge management and human resource management interventions enhance the delivery of public services
• Anticipate implementation problems associated with culture management, leadership, knowledge management, human resource management solutions
• Develop an action plan for improving management of public
services within your organisation.
Senior Managers and Executives within Public Service Organisations
and State-run Enterprises
- Date
- TBA
- Cost
- TBA
In this economic downturn, companies and consumers are tightening their budgets. Major purchasing decisions are being delayed and customers are becoming extremely value-conscious as they alter their buying habits to better fit their financial situations. The key question is how should the marketing effort be adjusted to bring about success in capturing, growing and preserving a profitable customer base in these recessionary times?
This programme first seeks to describe today's marketing environment and the critical nature of the marketing spend in a recession. The programme then focuses on understanding customer behaviour and presents a methodology for uncovering the value that customers are looking for in financially hard times.
The programme goes on to give participants innovative ideas and insights on how to formulate cost-effective marketing campaigns when operating with restrictive
Marketing in a Recession
- What is marketing?
- Understanding the marketing environment of a recession
- Capturing, growing & retaining customers in a recession – The importance of the marketing spend
Understanding Your Customer Base
- Identifying the needs and wants of existing and prospective customers
- Analyzing consumer behavior and understanding the buying decision process
- Value-based segmentation and targeting
- Principles of Customer Relationship Management (CRM)
Creating Value for Customers
- A step-by-step process for determining the value elements most important to the customer
- A framework for analyzing competitors to determine points of differential advantages
- Deriving the customer value proposition (offering and delivering customer value in a manner superior to the competitors)
Product, Trade & Pricing Decisions in a Recession
- Product portfolio pruning and value-based variant / SKU development, Channel disintermediation and trade cost reduction strategies
- Role of sales promotions, (bundled offers, discounts, etc.)
Integrated Marketing Communications (IMC)
- Explaining the various above-the-line and below-the-line promotional elements available to the marketer
- Selecting the most cost-effective promotional elements that when integrated produce an optimal promotional mix
Economical Customer Retention in a Recession
- Loyalty schemes
- Customer Clubs
- Bonding schemes
- Commitment schemes
At the end of this course, participants should be able to:
- Understand the marketing environment of a recession
- Understand what constitutes customer value in financially hard times
- Formulate low cost integrated marketing communications (IMC) programmes
- Make prudent product, trade and pricing decisions to meet recessionary time
- Implement economical customer retention strategies
- Demonstrate a higher capacity for formulating strategic marketing plans
Senior Managers new to the Marketing Discipline
Marketing Professionals seeking to enhance their strategic skills
Business Owners wishing to learn sound marketing principles
- Mr. Rainier Bisnath: With a successful career in Sales and Marketing, Rainier Bisnath brings a wealth of knowledge and experience to the client organization. He is the holder of an honors degree in the Natural Sciences and a MBA with specialization in Marketing. As a Consultant with the Arthur Lok Jack Graduate School of Business (GSB), University of the West Indies, Mr. Bisnath has completed several successful consultancies and training programs in the areas of strategic branding, customer relationship management, marketing management and strategic planning. Mr. Bisnath is also a Lecturer on the International MBA and M.Sc. in Marketing programmes at the GSB, where he encourages discussion in the classroom and is not adverse to entertaining differing points of view on the subject matter.
19th & 20th January 2010
As employers it is necessary to design attractive employment packages which can improve employees’ quality of life, reward continued employment, promote loyalty and even distribute financial rewards. This is not always an easy task, as the reward system sought after is one which is equitable for both organisation and employee. Indirect compensation allows us to strike that balance and is therefore a crucial component of any good benefits package. There are many types of indirect compensation, such as: educational reimbursement, travel or transportation, health and wellness, recreation, family, savings etc. Compensation and benefits affect the productivity and happiness of employees, as well as the ability of an organisation to effectively execute its business plan.
This workshop focuses on indirect compensation of employees in an organization, more specifically referred to as Pension and Benefits. It will introduce you to the key pieces of legislation governing pensions and mandatory benefits in Trinidad and Tobago. It will also cover voluntary benefits, negotiated benefits, managerial and executive benefits, expatriate and international benefits. The strategic use of benefits will be covered as well as the development and administration of benefits programmes. The focus will be more on application with only sufficient theory necessary to understand the rationale for the benefit.
• Pensions in Trinidad and Tobago:
• Rationale for pension plan benefits
• Benefit needs assessment
• Design considerations for benefits plans
• Types of pension plans
• Fundamentals of pension plan design
• Operation of pension plans
• Legislation governing pension plans
• Pension plan administration
• Government mandated benefits in Trinidad and Tobago
On completion of this workshop, you will be able to:
1. Understand the rationale behind the various types of pensions
and benefits currently used both locally and internationally.
2. Examine the theory and mechanism underlying
the various indirect forms of compensation.
3. Explore the design considerations of
pension and benefits systems and demonstrate a working knowledge of
pension and benefit plans design, development and administration.
4. Design effective pension and benefits
plans and programmes as well as introduce, manage and administer them
in an efficient, cost effective manner in your organisation.
This workshop would be beneficial to:
•
Human Resource Professionals (Managers/Executives/Practitioners/Consultants)
•
Labour Relations Professionals
•
Business Owners
•
Managers
Date
February 2010
Customer Relationship Management (CRM)
is focused on the development of a customer-centric business culture.
This culture is dedicated to wining and retaining customers by creating
and consistently delivering value better than the competition.
The course first seeks to explain the
underlying philosophy of CRM and to explain common misunderstandings
about CRM. The course then takes participants though a systematic analysis
of the CRM using a very pragmatic approach to show the application
of CRM across different industries as well as different business types.
In this course participants will be exposed
to the key principles of building this customer-centric culture, where
resources are allocated to those areas of the organization that best
enhance customer value and promote employee behaviours that bring about
customer satisfaction.
TBA
TBA
Date
TBA
Good Industrial Relations/Employee Relations is key to effective Human Resources Management (HRM) in any organization - unionized or non-unionized, as it is people who make things work. It is most instructive that in spite of today's many technological advancements, quality human resources are in short supply. As a result, the retention of good talent is a critical objective of most Human Resource departments. Success in this area demands not just competitive salaries, but among other things, nurturing environments, trusting relationships, recognition for contributions made and transparent decision-making. A healthy industrial relations climate allows for such success.
Employers, therefore, must be willing to engage employees and their representatives with openness and respect because of the critical role they play in the success of their businesses. Labour in turn must acknowledge that it is business that provides their membership and the very raison d'etre for their existence. Current economic realities demand the partnership of labour and management, perhaps more than ever before, as businesses struggle to survive and employees to secure their jobs. Understanding how both sides can work together for their mutual benefit is not an option but a necessity in these most difficult times.
Topics to be covered during this workshop include:
1. HUMAN RESOURCE MANAGEMENT
- What is HRM - History/Evolution
- Need for HRM in the workplace - Unionized and non-unionized environments
- How does HRM impact the organization's achievement of its objectives - challenges and strategies for impact within current corporate and economic contexts
2. HUMAN RESOURCES MANAGEMENT PRACTICES
- Recruitment and selection
- Talent management - Career management
- Training and Development
- Performance Management
- Compensation Management
- Reward and Recognition
3. LABOUR RELATIONS AND THE EMPLOYMENT RELATIONSHIP
- Employment Contracts - Types and imperatives - pitfalls
- Termination of employment
- Laws governing employment in T&T and other statutory requirements - Overview within present day contexts - IRA; OSHA; Maternity Protection Act; NIB; BIR, etc.
- Company policies and procedures
4. LABOUR RELATIONS AND THE EMPLOYEE RELATIONSHIP
- Rights of employee
- EAP
- Benefits and allowances - vacation, health plan etc.
- Safety and health - Workplace practices
- Disciplinary process
5. LABOUR RELATIONS AND THE EMPLOYER RELATIONSHIP
- Management rights
- Management/Union Relations
- Non-crisis meetings
- Focus groups
- Negotiations
6. HUMAN RESOURCES MANAGEMENT AND LABOUR RELATIONS - THE LINK
- Impact of effective engagement of HR and labour on productivity and profitability
- Staff costs
- Staff morale
- Attraction and retention of staff
- Risk mitigation
- Business continuity
- Returns on investment (ROI)
At the end of this course, participants should be able to:
- Understand the role of HRM for business success in today's economic climate
- Understand the Return on Investment (ROI) of sound HRM and Labour practices
- Develop an awareness of the benefits of engendering a harmonious labour/management climate
- Identify the rights and responsibilities of employers and labour
- Understand how to manage performance in challenging situations
This programme will be beneficial to:
- Human Resources Professionals
- Labour Relations Professionals
- Business Owners
- Line Managers
TBA
Date
7th - 9th December 2009
Bidding, negotiating, and contracting with suppliers present significant challenges in logistics and purchasing. When delivered goods are damaged or low inventory leads to a halt in production, this can result in higher costs for your company. Large dollar expenditures require careful planning practices.
The purchasing function within an organisation has the potential to influence corporate profitability and performance. Today’s successful global businesses consider Purchasing as a strategic function that leads and enables change within an organisation. If you view your Purchasing function [or department] as merely the department that buys things, then you could be missing a significant opportunity.
This programme will engage participants in understanding the tactical and strategic responsibilities of purchasing/supply; the purchasing process; and the role of the buyer in the organization. The course discusses the business and ethical sides of the procurement function and reviews and defines professionalism in purchasing.
You will be guided through key supply management activities such as sourcing, quote solicitation, supplier selection, supplier management and negotiations. This course also covers legal aspects of purchasing and contracts that every buyer must understand to properly represent their organization.
The workshop will address the following themes:
- The Role of Purchasing in a Commercial Entity
- The Role of the Purchasing Agent in Supplier Pre Qualification
and the Importance of Compliance with
EH&S and other Statutory
Requirements (e.g. Tax, Insurance)
- Ethical Practices in Purchasing
- Supplier Selection, Development and Evaluation
- Legal Aspects of Purchasing & Supply
- Strategies for Effective Negotiations
- The Role of Inco terms in Risk Allocation
- The Purchasing of goods & services
This workshop would be helpful to professionals in functions that interact with purchasing or assume some purchasing duties as part of their job such as:
· Purchasing agents / officers
· Logistics personnel / engineers
· Facility Managers
· Small business owners
TBA
Date
December 2009