HOW TO ACHIEVE A TRULY RESILIENT COMPANY CULTURE

One of my worst work experiences happened many years ago at a company holiday party. A celebration that was supposed to be a fun and festive display of my then-company’s “culture” turned out to be the antithesis of holiday cheer.

I was working in HR for a retail company and our yearly holiday party happened during a day in December. A catered lunch and award ceremony ended with the CEO thanking us and giving the entire company the rest of the day off. We were ecstatic — until my boss approached me and the other HR directors and said: “Somebody has to clean this up. That is what HR is supposed to do.”

The request contradicted everything the CEO had said in his closing remarks about teamwork, transparency and valuing employees. Instead of feeling valued and part of a team ourselves, the four of us were responsible for cleaning up after a 300-person lunch without any warning or any opportunity to strategize a way to handle the cleanup. Rather than leaving early that day, my colleagues and I spent five hours cleaning the dishes, putting away food and rearranging furniture.

The VP of HR — who assigned us the task — did not stick around to help.

I learned in that moment that company culture talk must align with company culture walk. Managers can easily talk about how they’re going to treat their employees, but that won’t become the culture unless they act on it.

What is culture, anyway?

When most people talk about culture, they usually refer to things like regular happy hours, an unlimited vacation policy or the pet-friendly office environment.

But a culture is much more than the sum of these “fun” parts. It also encompasses things like who is allowed to work from home and when (or where) everyone eats lunch. Culture is in the written rules (formal hours of operation) as much as the unwritten ones (strolling into the office every day past 10 a.m. is frowned upon). It is easily thought of as “how we get things done here.”

Gallup research suggests a positive company culture can help drive employee engagement — which in turn drives productivity and decreased retention. But for a positive culture to persist, company leaders have to not only create a vision for that culture, but also ensure it translates into the actions of everyone at the company. Even one employee or manager can give rise to bad culture habits that quickly derail the original intentions of senior leadership.

Here’s how to create a cultural framework that allows both the written and unwritten rules to flourish, overcome cultural hurdles if they arise and keep your employees happy and engaged.

A Good Culture In Theory Needs Consistent Execution

Creating an effective culture requires consistency: The way leadership defines culture should align with the way that culture is carried out — and managers are most often the culture purveyors. Because they interact with each individual on their team day to day, they strongly affect how employees experience culture.

Believe it or not, authenticity and genuineness were cultural pillars for the company I described earlier. But not everyone followed these tenets all the time — and especially not my boss, an executive. While she was kind and supportive in public, in one-on-one meetings she berated me and my colleagues; she even called some people in the middle of the night to yell at them. While the leadership team’s goal was to create an environment where employees felt supported and able to do good work, her inconsistency produced the opposite effect on our group.

To combat this kind of inconsistency, give managers training and support around company culture. In the management trainings I lead today, communicating culture is a major focus to ensure managers have set guidelines and expectations. This way, they know their role in keeping our culture on track.

Mistakes Happen — Just Make Sure You Can Fix Them

Despite the leadership team’s best efforts, bad culture habits or attitudes do crop up.

For example, a few years ago at Cornerstone we participated in a company-wide event called Walktober. Employees divided themselves into teams and tracked their steps throughout the month to promote health and wellness across the organization. As a leadership team, we couldn’t see a downside. But later, an employee approached me to say that while he liked Walktober and had wanted to participate, he’d struggled to find a team.

“I’m an older guy, I’m a little out of shape,” he told me. “I started to get the feeling people saw this as a competition — and saw me as a liability.”

In the face of a cultural miss like this, leadership needs to face the problem head-on and create a new path forward. Rather than interpret this feedback as an isolated incident, our leadership team discussed the culture missteps we’d made in our effort: It was clear in hindsight how we had unintentionally incited a competition. In the future, we agreed to look for more inclusive goals for the company to commit to and to continue to act on this kind of employee feedback.

Keep in mind that the company is not going to reach a cultural “finish line.” Building culture never ends. In fact, when you stop focusing on it, good companies can die. Instead, it’s a continuous cycle of setting goals, training, communicating to managers and employees and adjusting if a bad culture habit emerges.

Source: REWORK

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How To Recruit For Today’s 33 Most Sought-After Jobs, According To Linkedin

Recruit

From the low unemployment rate, to the growth of jobs requiring workers with highly-specialized skills sets, it’s a tough hiring market out there, particularly when it comes to some of the most in-demand jobs. In a new report, LinkedIn has compiled a list of the 33 most recruited jobs globally, breaking down the lucrative roles by industry and offering insight on how to hire the best talent for these positions in a competitive recruiting environment.

So what are the top jobs in your industry, and what will it take to fill those sought-after opportunities? We break down the top recruited job in each industry as well as some top takeaways according to the report below.

1) Most Recruited Jobs Overall

If you’ve struggled to fill that open DevOps Engineer, Enterprise Account Executive or Front-End Engineer position, you’re not alone—those are the three most-recruited roles across industries, LinkedIn found, which has created a high level of competition in these fields.

According to LinkedIn, just five years ago, few knew the term “DevOps.” Yet today, being proficient in the DevOps approach to software development is a critical skill for engineers. This comes as no surprise—in fact, 85 percent of jobs that will exist in 2030 haven’t been created yet.

2) Most Recruited Jobs in Finance

In the financial services industry, the role of Data Scientist is the top most recruited role. Candidates vying for this position care most about a good work-life balance, excellent compensation and challenging work, LinkedIn found. So, when hiring a Data Scientist, be sure to tout those aspects of the job if they’re areas that your company also values.

3) Most Recruited Jobs in Education, Government and Non-Profits

For education, government and non-profit organizations, hiring Software Engineers, Business Analysts and Systems Administrators will be a priority in 2019. Like Data Scientist candidates, prospective Systems Administrators(SA) prioritize a good work-life balance and excellent compensation, but individuals applying for SA roles also look for job security. To attract the best talent for these positions, emphasize that you’re looking for an employee that will stick around for the long haul.

4) Sourcing Your Talent Pipeline

According to LinkedIn’s findings, 70 percent of recruiters and hiring managers say their biggest recruiting challenge is finding good talent in the first place. With the usual talent pools tapped out, consider some non-traditional candidates, which includes individuals without a formal four-year degree, elite credentials, or clean work histories, the report recommends.

Veterans, parents returning to the workforce and even candidates with criminal records are often overlooked by recruiters, but these candidates can be effective when given the opportunity. Not sure where to look? Turn to organizations that regularly work with candidates that fall into these categories, such as Opportunity@Work, Year Up and Skillful.

5) Prioritizing Skills Over Schools

It’s tempting to overlook candidates without college diplomas—in the past, a degree was a critical marker ensuring that a candidate has been properly prepared to fill a role. But today, in the age of online courses, bootcamps and workshops, there are other ways to learn that don’t include a four-year university track.

How can organizations evaluate skills without a degree to confirm them? “Platforms like HackerRank and Codility measure candidates’ coding chops through challenging exercises, while tools like Koru and Pymetrics assess soft skills like grit, curiosity, and ownership through quizzes and neuroscience-based games,” the report states. Another sure-fire way to test candidates is to actually let them try their hand at the job they’re seeking. Only 16 percent of recruiters and hiring managers surveyed say they use assignments or work auditions to assess hard skills, which is a missed opportunity, according to LinkedIn.

While recruiting is typically the go-to approach for organizations seeking to fill skills gap within their companies, there is another way to fill the need—upskilling existing employees. More than half of talent professionals and hiring managers surveyed for LinkedIn’s report said they turn to upskilling when they’re struggling to hire in-demand talent. With the right learning technology, empowering employees to develop their existing skill sets and gain new knowledge is easier than ever.

SOURCE: REWORK

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Risk Assessment and Management

Risk Assessment

April 25-26, 2019

OVERVIEW

Develops knowledge and skills in risk assessment and management, as required for effective occupational health, safety & environment practice. It includes the application of adult learning principles to the development of EOHS training; accident theories in the analysis of accident causation; accident investigation techniques; inspections and audits; and practical approaches to risk assessment and risk management, including disaster and emergency planning. Participants will be able to apply skills learnt from this training at a practical level to implement the Company’s HSE Management System. In addition to your professional development, your organisation should be able to implement, monitor and review HSE action plans.

KEY LEARNING OUTCOMES

The outcome of this program cannot be over emphasized; participants will be able to

1. Examine features of risk/safety management systems;

2. Conduct job safety analysis and carry out risk assessment;

3. Recommend and implement risk controls;

4. Utilise accident theory as an investigative tool in accident causation;

5. Examine various approaches to safety auditing, to be able to make appropriate choices;

6. Use a case study approach to accident investigation and reporting; and

7. Design and implement a disaster management plan.

PREREQUISITE:

No Prerequisite.

TRAINING LEARNING CONTENT

  1. Task Analysis and Teaching Objectives:
  2. Collection and organisation of materials; education and training strategies for different levels of the workforce.
  3. Accident Theory:
  4. Definitions of an accident; theories of accident causation; accident prevention.
  5. Accident Investigation and Reporting:
  6. Statutory requirements; accident reporting systems and accident data collection; investigation techniques.
  7. Accident Statistics:
  8. Frequency rate, incidence rate, severity rate, mean duration rate, duration rate; monitoring accident rates.
  9. Safety Inspection Procedures:
  10. Objectives of safety inspection; safety audits, surveys, inspections, tours; hazard and operability studies.
  11. Disaster Planning:
  12. Theoretical approaches; the emergency situation and responses; emergency/disaster control agencies; worksite considerations – evaluations, treatment, access, public awareness, shutdown procedures.
  13. Risk Management Systems.

DOCUMENTATION

Diverse documentation is used during the training sessions for assistance and reference.

DELIVERY MODE:

Our approach is a unique blend of lectures reinforced through the application of discussions, videos and real case reviews. Participating organization will be assessed independently.

TARGET AUDIENCE IDENTIFIED

  • Management and those with responsibilities for analysing risks and incidents
  • Production, project, process, mechanical, control, maintenance and HSE personnel
  • All personnel involved in implementing the Company’s HSE Management System.

INVESTMENT IN KNOWLEDGE                                         

N85, 000.00, this fee covers expert tuition, training kits and brochure, souvenirs and certificate of completion, feeding (tea break, lunch (buffet) throughout the duration of the Programme.

OTHER DETAILS

Venue:             2nd Floor

Lagos Chambers of Commerce & Industry Building (LCCI)

Bola Tinubu Way, Beside Marwa/MKO Garden

Alausa Ikeja,

Lagos,

Date:               April 25-26, 2019

Time:               9a.m. Daily

HOW TO REGISTER

E-mail: training@spcpatternsconsulting.comCall:  +234 805 444 8597 +234 708 503 9947 +234 809 631 1690

Pay in favour of SPC PATTERNS CONSULTING into the following banks

GTBANK – 0003651617

FCMB – 2733813011

FURTHER INFORMATION

  • Certificate of participation exclusive to all participants

Subscription to this program is currently open and will stay open until one week before the course

REGISTER
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Customer Relationship Management

Customer Relationship Management

April 17-18, 2019

Overview

Putting the customer first is one of the most valuable strategies for building a business. It is said that acquiring new customers costs five times more than retaining one. In a world where there are countless competitors vying for customers attention, it is necessary for a company to develop healthy and mutually beneficial relationships with its clients.  Satisfied customers become repeat customers and often increase their patronage; they are also the best source of word-of-mouth referrals. There is no better salesperson than a loyal customer. On our Customer Relationship Management training course you will learn how to refocus your business to concentrate on your customers to build long lasting relationships that allow you to beat the competition.

KEY LEARNING OUTCOMES

The outcome of this program cannot be over emphasized; participants will be able to do the following:

  • Conduct effective customer profile analysis
  • Craft and implement customer relationship strategies
  • Execute customer profitability analysis and manage customer experience
  • Use analytics for building company-centered advocacy in the market
  • Implement sustainable customer loyalty programmes
  • Coordinate service delivery system in field service, help desk and technical support
  • Manage call center operations and personnel
  • Develop fitting customer-centricity delivery systems
  • Identify and implement feasible best practices in customer-centricity
  • Develop performance-orientated value model
  • Conduct proper evaluation of technological solutions in CRM and customer-centricity

PREREQUISITE:

Completion of a Pre-Course Questionnaire and an Emotional Intelligence Assessment

TRAINING LEARNING CONTENT

  • Introduction to CRM

What is Customer Relationship Management?
Impact of IT and Globalization on CRM
Evolution of CRM and Classifications
The Value Pyramid
Customer Interaction Cycle
Customer Profiling and Total Customer Experience
Goals of a CRM Strategy and Obstacles
CRM Solutions Map
Customer Centric Enterprise (CCE)
Discussing People, Processes and Technology
CRM in Various Industries
Misconceptions about CRM

  • Managing Processes in CRM

Different Processes and Information Flow
Customer Lifecycle Management (CLM)
Customer Lifetime Value (CLV)
Contact Management
Activity Management
Issue Management
Workflow Management
Sales Force Automation (SFA)
Opportunity Management
Marketing Automation
Collaboration Processes
Enterprise Portals and Dashboards

  • Analytics in CRM

An Introduction to Analytics
Pattern Based Strategy
Analytics Techniques and Methods
CRM Intelligence Management Cycle
CRM Data Warehouse
Customer Centric Data Mining
Measuring Profitability

  • CRM Tools

Classifications of CRM Tools
Microsoft Dynamics CRM 3.0
Sugar CRM
VtigerCRM 5
Open CRX
Compiere ERP and CRM
Salesforce CRM
Zoho CRM
BATOI CRM

  • Implementing CRM in an Enterprise

Defining the CRM Vision
Assessing CRM Readiness
Factors Affecting CRM Implementation
CRM Implementation Challenges
Phases of CRM Implementation
Upgrades and Change Management
CRM Implementation Pitfalls
CRM Performance Measurement

  • CRM Case Studies

DELIVERY MODE:

This is an interactive workshop and the learning methods will include:

  • Inputs
  • Exercises
  • Group Activities & Discussions
  • Handouts

Some of these exercises will be workshop bases, whilst other exercises will use particular aspects of the delegates work situations. Participating organization will be assessed independently.

TARGET AUDIENCE IDENTIFIED

Anybody who wants to beat the competition by developing strong relationships with customers and ensuring they never want to look elsewhere.

INVESTMENT IN KNOWLEDGE                                         

N75, 000.00, this fee covers expert tuition, training kits and brochure, souvenirs and certificate of completion, and feeding (tea break, lunch (buffet) throughout the duration of the Programme

OTHER DETAILS

Venue:             2nd Floor

Lagos Chambers of Commerce & Industry Building (LCCI)

Bola Tinubu Way, Beside Marwa/MKO Garden

Alausa Ikeja,

Lagos,

Date:               April 16-18, 2019

Time:               9a.m. Daily

HOW TO REGISTER

E-mail: training@spcpatternsconsulting.com Call:  +234 805 444 8597 +234 708 503 9947 +234 809 631 1690

Pay in favour of favour of SPC PATTERNS CONSULTING into the following banks

GTBANK – 0003651617

FCMB – 2733813011

FURTHER INFORMATION

  • Certificate of participation exclusive to all participants
  • Subscription to this program is currently open and will stay open until one week before the course.
REGISTER
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Strategic Thinking and Decision Making Process

Strategic Thinikng

April 16-18 2019

OVERVIEW

Strategic thinking and decision making in a complex environment has never been more challenging. With complexity comes uncertainty. And with uncertainty comes risk – and great opportunity. Strategy and decision making in these conditions is not easy. But we make the task harder for ourselves if we rely on traditional and perhaps out-dated approaches. Strategic foresight allows us to study the future and understand the impact of uncertainty with greater clarity. Strategic insight, on the other hand, explores how the practices of reflection and mindfulness play an important part in making decisions when faced with highly complex ‘wicked’ problems. This workshop will take an extensive approach to bringing together a range of disciplines – both ‘hard’ strategy tools and ‘new age’ personal development approaches – in order to help us navigate our way through these challenging times.

KEY LEARNING OUTCOMES

The outcome of this program cannot be over emphasized; participants will

· Recognize the steps in the critical thinking process.

· Understand a range of decision making strategies.

· Identify the concept of cognitive bias.

· Learn strategies to avoid the top four cognitive biases.

· Understand how to practice focusing on one task at a time.

· Acquire 21st century strategic thinking skills.

· Achieve strategic thinking to improve the decision-making process and make faster decisions.

PREREQUISITE:

Completion of a Pre-Course Questionnaire and an Emotional Intelligence Assessment

HANDS-ON EXERCISES

  • Evaluate the strategic thinking of others
  • Assess the reasoning of others
  • Problem solving by starting with restatement of the issues
  • Problem solving from a number of different perspectives
  • Identify decision-making factors
  • Creativity and the decision-making process
  • Structure the analytical process with a matrix
  • Evaluate decision options using probabilities
  • Compare options using paired ranking

TRAINING LEARNING CONTENT

Organisational Decision Making – Key Principles and Considerations

Exercise: Learning from decisions that made history

• Strategy, Strategic Thinking and Strategic Decision Making defined

• The scope of strategic leadership

• Barriers to effective thinking – fun problem solving exercise to demonstrate thinking barriers

Exercise: Using mind mapping to better understand a problem or challenge

Strategic Analysis Tools that Aid Decision Making

• Portfolio Analysis – recap and practice exercise

• PESTLE Analysis – recap and practice exercise

• 5 Forces Analysis – recap and practice exercise

• Customer Needs Assessment framework

• Understanding the evolution of strategy maps from the Balanced Scorecard

Exercise: Develop a Strategy Map based on strategic analysis

Tools for Analysing your Options and Making Decisions

• Strategic fitness scorecards

• Solution selection matrices

• Decision trees

• Vroom-Yetton-Jago Decision Model

• Making good decisions faster without compromising decision integrity

Exercise: Applying the above tools on the case study

Working with your Stakeholders

• Identifying the stakeholders in your Decision Making Process

• Planning for stakeholder engagement

• Developing strategies to maximise stakeholder support

Exercise: Demonstrate stakeholder mapping and time trajectories

YOU – The Strategic Leader

• Reviewing leadership perspectives from three transformational leaders

• Understanding emotional intelligence and its role in effective strategic thinking

• How to improve your EI

Exercise: Your EI Profile. Self assessment

Applying the Techniques

• Technique Application

• Technique Evaluation

• Personal Action Planning

Exercise: Working on case study scenarios

DELIVERY MODE:

Our approach is a unique blend of lectures reinforced through the application of discussions, videos and real case reviews. Participating organization will be assessed independently.

TARGET AUDIENCE IDENTIFIED

This course is suitable for new and emerging leaders as well as existing and senior managers who want to improve their strategic thinking and decision making skills.

INVESTMENT IN KNOWLEDGE                                         

N115, 000.00, this fee covers expert tuition, training kits and brochure, souvenirs and certificate of completion, feeding (tea break, lunch (buffet) throughout the duration of the Programme.

OTHER DETAILS

Venue:             2nd Floor

Lagos Chambers of Commerce & Industry Building (LCCI)

Bola Tinubu Way, Beside Marwa/MKO Garden

Alausa Ikeja,

Lagos,

Date:               April 16-18, 2019

Time:               9a.m. Daily

HOW TO REGISTER

E-mail: training@spcpatternsconsulting.comCall:  +234 805 444 8597 +234 708 503 9947 +234 809 631 1690

Pay in favour of SPC PATTERNS CONSULTING into the following banks

GTBANK – 0003651617

FCMB – 2733813011

FURTHER INFORMATION Certificate of participation exclusive to all participants

  • Certificate of participation exclusive to all participants
  • Subscription to this program is currently open and will stay open until one week before the course.
REGISTER
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Cash Management and Bank Reconciliation for Finance & Accounting Officers

Cash Management

April 10-12, 2019

Overviiew

Treasury’s world is becoming increasingly complex. Never has it been more important for companies to control liquidity and working capital on a local and global basis. This Cash Management & Bank Reconciliation training provides superior management capabilities for your company’s transaction processing and reconciliation needs. The module fully integrates with the Accounts Payable, Accounts Receivable, Payroll, and General Ledger modules to offer a comprehensive accounting software solution. Reconciliation reports include summary information for deposits, consolidation of all check register information, and general ledger distribution bank transaction information. With this training, you can make better business decisions and drive your company to increased profit. Participants will learn practical ideas on how to transform their treasury into a world class operation that operates with better control, improved efficiency at a reduced cost.

KEY LEARNING OUTCOMES

The outcome of attending this program cannot be over emphasized; participants will be able to

  • Customize the setup of Bank Reconciliation to fit their business needs.
  • enhance visibility, control and optimization of cash management
  • Perform all Bank Reconciliation related data entry functions, including bank transactions, bank deposits, and bank transfers.
  • Improve the accuracy of cash management, forecasts and reconciliation.
  • develop the utilization of treasury technology
  • increase treasury’s business partnership and strategic value to the firm
  • Perform maintenance on Bank Reconciliation documents and records such checkbooks.
  • Print standard reports for audit trail purposes, financial analysis, and to verify data entry.
  • increase shareholder value through effective management of cash and working capital
  • Explore how to integrate the cash management, working capital, reconcile and the forecasting functions.
  • Troubleshoot and correct input errors, including incorrect posting date or incorrect document amounts.
  • Utilize treasury value metrics for improved control and results
  • Perform the bank reconciliation process.

TRAINING LEARNING CONTENT

Cash Management:

·         Cash Management Products

  • The Cash Flow Life Cycle
  • How to Optimize Cash Flow
  • Cash Forecasting
  • Treasury organization models, benchmarking and metrics
  • Funding alternatives including trade finance
  • Working capital management

Bank Reconciliation:

  • Overview and Setup Procedures
    • Bank Reconciliation Features and Benefits
    • Bank Reconciliation Integration
    • Bank Reconciliation Setup and Options
    • Checkbook Maintenance
    • Transfer Existing Checkbooks to Bank Reconciliation
  • Daily Procedures
    • Bank Transaction Entry
    • Receipt Transactions
    • Miscellaneous Checks
    • Bank Transfer Entry
    • Create Bank Deposits
    • Bank Deposit Entry
  • Reconcile Bank Statements
    • Reconcile Bank Statements Window
    • Selecting Bank Transactions
    • Enter Adjustments for Miscellaneous Transactions
    • Print Preview Reports
    • Enter Adjustments for Cleared Differences
    • Reconcile the Checkbook
  • Maintaining Records
    • Voiding a Bank Transaction
    • Voiding a Bank Transfer
    • Voiding a Deposit
    • Deleting a Checkbook
    • Removing History
    • Using Inquiries
    • Report Options
    • Report Groups

TRAINING METHODOLOGY

Instructors use cutting-edge teaching methods to ensure relevance, active learning, and rapid skill development. Our training methodology is a unique blend of lectures reinforced through the application of discussions, videos and real case reviews. That way delegates and their respective organizations will be able to obtain the maximum benefit from this program. Participants will also be assessed individually.

TARGET AUDIENCE IDENTIFIED

People new to the industry or new to job costing, CFOs, Treasurers & Controllers with less than 3 years’ experience, Financial & Accounting Officers & Managers, Accounting Personnel and professionals who need a better understanding of cash management and Bank Reconciliation.

INVESTMENT IN KNOWLEDGE                                                          

N120, 000.00, this fee covers expert tuition, training kits and brochure, souvenirs and certificate of completion, feeding (tea break, lunch (buffet) throughout the duration of the Programme.

DOCUMENTATION & LAPTOP

Diverse documentation is used during the training sessions for assistance and

reference. Workshop participants are required to bring a laptop, which has installed Microsoft Packages.

OTHER DETAILS

Venue:             2nd Floor

Lagos Chambers of Commerce & Industry Building (LCCI)

Bola Tinubu Way, Beside Marwa/MKO Garden

Alausa Ikeja,

Lagos,

Date:               April 10-12, 2019

Time:               9a.m. Daily

HOW TO REGISTER

E-mail: training@spcpatternsconsulting.com

Call:  +234 805 444 8597 +234 708 503 9947 +234 809 631 1690  

Pay in favour of SPC PATTERNS CONSULTING into the following banks

GTBANK – 0003651617

FCMB – 2733813011

FURTHER INFORMATION

  • Certificate of participation exclusive to all participants
  • Subscription to this program is currently open and will stay open until one week before the course.
REGISTER

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Designing A Balanced Scorecard Framework

Scorecard Framework

April 3 – 5, 2019

Overview

The balanced scorecard is a strategic planning and performance management framework that tracks financial and non-financial measures to determine an organization’s effectiveness and when corrective action is necessary. Organisations devote significant time, energy, human and financial resources to measuring their performance in achieving strategic objectives. But the sobering fact is that about 9 out of 10 organisations fail to implement their strategies. The Balanced Scorecard has emerged as a proven and effective tool to capture, describe, and translate organisations strategic goals, into meaningful objectives at corporate, divisional, and individual employee levels, thereby allowing for the strategies to be successfully implemented. This course discusses how to develop Balanced Scorecard Performance system explores issues that organizations face in building and implementing scorecard systems and shares the lessons learnt. 

KEY LEARNING OUTCOMES

The outcome of this program cannot be over emphasized; participants will be able to

  • Plan, implement and manage the Balanced Scorecard based Performance Management system
  • Build a Balanced Scorecard framework to form Performance Management System
  • Align the Performance Measures to the Organization business strategy
  • Design, capture, track and manage the established Performance Measures
  • Translate strategy into meaningful objectives, measures, and targets
  • Develop a strategy map
  • Cascade the strategy to Divisional and employee levels

TRAINING LEARNING CONTENT

Over the three days of the course, you will cover all the key stages required to implement the Balanced Scorecard in your organisation.

  • Balanced Scorecard – Concept and Origin
    • Introduction to Balanced Scorecard
    • Introduction to Performance Measurement and Management
    • Understanding Balanced Scorecard Terminologies
  • Step-by-step Development of the Balanced Scorecard
  • Getting started
  • Mission, Values, Vision & Strategy
  • Developing performance objectives and measures
  • Finalising measures and developing cause and effect linkages
  • Setting targets and prioritizing initiatives

Embedding the Balanced Scorecard in the organisation’s management system

  • Cascading the balanced scorecard to build organisational alignment
  • Using the balanced scorecard to strategically allocate resources
  • Linking rewards to performance: The balanced scorecard and compensation
  • Balanced Scorecard – Design
  • Developing Strategic Themes and anticipated results
  • Developing strategic objectives and drivers
  • Performing Strategic Mapping
  • Deriving Strategic Performance measures, Targets and Thresholds
  • Understanding criteria for developing Strategic initiatives
  • Balanced Scorecard – Implementation & Success
    • Understanding Implementation Challenges
    • Aligning the strategy and process throughout the organization
    • Establishing Performance Data collection & validation
    • Cascading the scorecard across organization
    • Understanding Employee Motivation
    • Linking Strategy to Resource Decisions
    • Balanced Scorecard Software’s
    • Reporting balanced scorecard results
    • Maintaining the balanced scorecard
  • Balanced Scorecards in the public and non-for-profit sectors
  • Concluding thoughts on Balanced Scorecard Success

DELIVERY MODE:

Our approach is a unique blend of lectures reinforced through the application of discussions, videos and real case reviews, and a performance scorecard toolkit. Participating organization will be assessed independently and help to develop necessary team skills and knowledge to implement a scorecard system in their organizations.

TARGET AUDIENCE IDENTIFIED

This training course is suitable to a wide range of professionals but will greatly benefit:

  • Champions of Performance Management Projects
  • Executives and Executive teams looking for a practical approach to strategy translation and performance management implementation
  • Internal project coordinators and consultants
  • HR and Finance managers

INVESTMENT IN KNOWLEDGE                                                          

N120, 000.00, this fee covers expert tuition, training kits and brochure, souvenirs and certificate of completion, feeding (tea break, lunch (buffet) throughout the duration of the Programme.

OTHER DETAILS

Venue:             2nd Floor

Lagos Chambers of Commerce & Industry Building (LCCI)

Bola Tinubu Way, Beside Marwa/MKO Garden

Alausa Ikeja,

Lagos,

Date:               April 3-5, 2019

Time:               9a.m. Daily

HOW TO REGISTER

E-mail: training@spcpatternsconsulting.comCall:  +234 805 444 8597 +234 708 503 9947 +234 809 631 1690 

Pay in favour of SPC PATTERNS CONSULTING into the following banks

GTBANK – 0003651617

FCMB – 2733813011

FURTHER INFORMATION

  • Certificate of completion exclusive to all participants
  • Subscription to this program is currently open and will stay open until one week before the course.
REGISTER
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5 Recruiting habits that are costing you candidates

Career

Today’s job seekers are more tech savvy than ever before. This applies to virtually every candidate and role. Gone are days of walking in and applying in person – this approach has been replaced with the expectation of a branded personalized online experience that can be delivered entirely on mobile.

As organizations look to leverage technology to help manage the candidate experience and the overall hiring process it’s paramount that they understand that technology alone will never be enough. Technology is only 49 percent of the solution. Real success comes when organizations realize the importance of change management and challenging the way they have always done things.

All too often organizations take the same old school behaviors they’ve relied on before technology was in place and try and replicate them with technology. It’s time to eliminate or replace these practices. Having consulted with organizations across a wide range of industries and size, I have compiled list a old school behaviors that impede the ability to attract and convert candidates In today’s market. 

  • So What’cha Want – When it comes to candidates and more importantly career sites, one size doesn’t fit all. Today’s candidate expect targeted personalized content. It’s no longer enough to have a single career page in the hopes that visitors will find the right job, understand why they should work for you and ultimately apply.  Organization looking to stand out should create multiple branded career pages targeting the most important types of roles and audiences.
  • Get It Together:  In today’s technology driven world it has become increasingly common to hear about data breaches with some of the largest, most recognizable organizations.  As a result, candidates and consumers alike have become reluctant to supply personal information without a strong sense of purpose and security. All too often organizations are collecting personal information that puts both the organization and candidate at risk. Review the candidate journey to ensure that you’re collecting only what you need, when you need it.
  • Ill Communication: Above everything else candidates are looking for transparency and the perception of fairness throughout the application process.  One of the most common mistakes I see is waiting too long to disqualify applicants. If you average time to fill is 30 days and you have a shortlist of candidates being interviewed there is no need to wait to disqualify the other applicants until the end of the process. Be respectful of their time and communicate as much information as possible as often as you can.
  • Hold It Now, Hit It: Change management is paramount when leveraging technology for your hiring process. Stop dipping your toes into automation. Simply automating your old paper process is not enough—don’t be afraid to double down on automation and leverage technology that makes your work more efficient.This is your time to challenge the status quo.  Partner with your technology provider, review best practices and continuously review your hiring process and technology adoption.
  • Sabotage: The clear majority of organizations leveraging technology have a one and done, consideration and placement strategy. This means that candidates are considered solely for the position to which they apply.  Once disqualified they are notified and the record sits in the Applicant Tracking System with no activity or consideration. Increase operational readiness and reduce your time to fill by leverage technology to tag high potential candidates and create shared talent pools. 

Culled from Rework

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