Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Corporate Training And Development Catalog


Published on

An example of a Corporate University Catalog for use by business and industry.

Published in: Education, Business

Corporate Training And Development Catalog

  1. 1. The Corporate University January – December 2010 Catalog Adapted from earlier works by Mitchell W. Manning Sr. for use as an example of a Corporate University Catalog by Business and Industry Catalog Developer Mitchell W. Manning Resource Development Consultant Phone: 252-714-3481 Email:
  2. 2. Purpose of the Corporate University To develop internal talent. Function of the Corporate University To serve all employees as a consultant and broker for business driven and needs focused training and development. Overview of the Corporate University Catalog The Corporate University Catalog contains an annualized course calendar/schedule, course descriptions (including unscheduled courses and programs as additional training and development options), training resources (internal and external), and computer-based training options. The Table of Contents begins on the next page. 2
  3. 3. Table of Contents 2010 Training Calendar page 5 Training Announcements page 6 How to Register page 6 Requests page 6 Training and Development Guidelines by Job Classification page 7 Course Descriptions page 8 Account Management Skills 9 Basic Supervision Series 11 Fundamental Skills of Managing 11 Fundamental Skills of Communicating 11 Dealing With Conflict 11 Using Positive Discipline 12 Dealing With Complaints 12 Preparing for Change 12 Basic Problem-Solving And Decision Making Tools for Teams 13 Basic Process Improvement Tools for Teams 14 New Team Start-up and New Manager Assimilation Teams From Start-up to Stand-alone Team Start-up Kit for Team Members and Leaders Team Member Checklist for Plan/Do/Check/Act (PDCA) Assessing Team Progress Systems Thinking The PDCA Improvement Process and Link to Core Process Redesign Process Mapping Basic Data Gathering Waste Elimination Cycle Time Improvement Value Analysis With Activity Based Costing Focus On the Customer The Benchmarking Process Conflict Resolution Skills 17 Customer Interaction Basics 18 Diversity 19 Executive Development Institute Focusing On The Customer 20 Helping Others Succeed 22 Legal Aspects of Managing People 23 3
  4. 4. LeanSixSigma 24 Leadership Training 24 Black Belt Training 24 Managing Personal Growth 25 Negotiating for Success 26 Performance Management Skills 27 Project Management Basics 28 Strategic Business Planning 29 Targeted Selection – Full Program (2 days) 30 Targeted Selection – Review and Creating Interview Guides (4 hours) 30 Targeted Selection – Related Interaction Management Courses 30 Who Moved My Cheese? 31 Computer Based Training Options page 32 Project Management – American Society for Quality (ASQ) 32 Six Sigma – ASQ 33 Basic Supervision Series – Vital Learning 35 National Manufacturing Association – Virtual University 36 Targeted Selection – Development Dimensions International (DDI) 37 Programs page 38 Administrative Professional Certification – International Association for Administrative Professionals (IAAP) 38 Building On Talent – CORPORATE Center of Management Services 41 Leadership Development Program – Center for Creative Leadership (CCL) 43 Looking Glass – Center for Creative Leadership (CCL) 46 Middle Manager Development – Center of Management Services 47 Middle Manager Institute – UNC Kenan-Flagler 48 Toast Masters 49 Training Resources page 50 Internal 50 Corporate Management Services 50 Corporate Intranet 50 Corporate Training Committee 50 Employee Handbook 50 External page 50 East Carolina University – Center for Applied Technology 50 NC State Industrial Extension Center – Greenville 50 Pitt Community College 50 Training References Page 60 Course Evaluations page 61 4
  5. 5. About the 2010 Training Calendar The 2010 Training Calendar will always be “under construction.” Therefore, it is maintained on- line and real-time on the Corporate Intranet/Human Resources Web Page. You can also check the Corporate University Training Calendar on Outlook/Public Folders/All Public Folders/Corporate/Bulletin Boards/Corporate University/Training Calendar for the most current schedule and additional course information. Double click on the titles on the Training Calendar/Outlook to read additional course information. 2010 Training And Development Calendar – Corporate University Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec Courses/Programs 1 2 3 4 5 6 7 8 9 1 1 12 0 1 Account Management Skills Y Y Y Y Basic Supervision Series Fundamental Skills of Managing Y Y Y Y Fundamental Skills of Communicating Y Y Y Y Dealing With Conflict Y Y Y Y Using Positive Discipline Y Y Y Y Dealing With Complaints Y Y Y Y Preparing for Change Y Y Y Y Basic Problem-Solving and Decision Making Tools for Teams Y Y Y Y Basic Process Improvement Tools for Teams Y Y Y Y Conflict Resolution Skills Y Y Y Y Customer Interaction Basics Y Y Y Y Diversity Y Y Y Focus on the Customer Y Y Y Y Helping Others Succeed Y Y Y Legal Aspects of Managing People Y Y Y Lean6Sigma Leadership Y Y Black Belt Y Y Managing Personal Growth Y Y Y Negotiating for Success Y Y Y Y Performance Management Skills Y Y Y Project Management Basics Y Y Y Y Strategic Business Planning Y Y Y Y Targeted Selection (Full Program, 2 days) Y Y Y Y TS Review and Creating Interview Guides (4 hours) Y Y Y Y Who Moved My Cheese? Y Y Y Y Programs Administrative Professional Certification Y Y Y Y Y Y Y Y Y Y Y Y Building On Talent – CORPORATE Center of Management Y Y Services Leadership Development Program - CCL Y Y Y Y Y Y Y Y Y Y Y Y Looking Glass - CCL Y Y Y Y Y Y Y Y Y Y Y Y Executive Development Institute – UNC Kenan-Flagler Y Y Y Y Middle Management Development – CORPORATE COMS Y Y – Yes, the course/program is scheduled this month. Please check the Intranet/Human Resources/University to confirm dates and times. 5
  6. 6. Training Announcements Training Announcements are posted on company bulletin boards and distributed via Outlook to Distribution Lists 1&2 (supervisors, managers, directors and executives) and corporate List – Admins. (area administrators). Announcements are sent 30 to 45 days prior to the scheduled class. Changes to schedules, class dates, times, and locations are sent directly to registrants. How to Register Respond to the specific Training Announcement via Outlook/Reply. Include name, telephone number, supervisor’s name and cost center. Call Mitch Manning at 252-795-3560 if you need to talk with someone about registration. Requests Special scheduling of courses in this catalog can be facilitated by the Corporate University, if requested and sponsored by a cost center manager. 6
  7. 7. Training And Development Guidelines by Job Classification Courses/Programs Adm Op/Crft Tch/Prf Supvsr Mgr S.Mgr Account Management Skills E E E E Basic Supervision Series Fundamental Skills of Managing M E E Fundamental Skills of Communicating M E E Dealing With Conflict M E E Using Positive Discipline M E E Dealing With Complaints M E E Preparing for Change M E E Basic Problem-Solving and Decision Making Tools for Teams E E E E E E Basic Process Improvement Tools for Teams E E E E E E Conflict Resolution Skills E E E E Customer Interaction Basics E E E E E E Diversity M M M Focus on the Customer E E E E E E Helping Others Succeed C C Legal Aspects of Managing People M M M Lean6Sigma Leadership I I Black Belt I I I I Managing Personal Growth E E E E E Negotiating for Success E E E E Performance Management Skills E E E Project Management Basics E C E E Strategic Business Planning C C C Targeted Selection (Full Program, 2 days) E E E M M M TS Review and Creating Interview Guides (4 hours) E E E E E E Who Moved My Cheese? E E E E E E Programs Administrative Professional Certification E E E Building On Talent – CORPORATE Center of Management I I I I Services Leadership Development Program - CCL I I Looking Glass - CCL I I I I Middle Management Institute – UNC Kenan-Flagler I I I Middle Management Development – CORPORATE COMS I I I I Mandatory - Required for legal, regulatory compliance, or by . Training schedules and deadlines for these courses are also mandatory. Core - Strongly recommended. Considered critical for successful performance unless person has achieved skills or knowledge through similar training/certification or experience. Elective - Participation is based on employee's/manager's assessment of relevance to the particular job developmental needs and priorities. Invitation - Invited/nominated by employee’s manager. Adm – Administrative/Clerical Op/Crft – Operative/Craft Tch/Prf – Technical/Professional Sup – Supervisor Mgr – Manager SMgr – Senior Manager 7
  8. 8. Course Descriptions The majority of the course descriptions that follow are written generically for open enrollment. Many of the courses can be focused to provide greater benefit for groups and teams. Send an Email to if you have a need for a focused course. 8
  9. 9. Account Management Skills A one-day workshop that will provide information and skill development exercises to help increase effectiveness in the management and development of accounts. This will provide account managers with the information and skills required to understand, develop and maximize sales with their accounts. This session is targeted for anyone who has account development responsibility and is looking to improve performance through development of current and future accounts. The workshop includes lecture, small and large group problem-solving and discussion, case scenarios, and skill development exercises. Expected Outcomes What participants will be able to do better: 1. Establish meaningful account objectives that can be measured and evaluated. 2. Learn to understand the account in a comprehensive manner including key market dynamics, competitors, goals, challenges, and key decision-makers. 3. Develop and improve upon account profiles in ways that enhance account development. 4. Allocate and plan optimum commitment of valuable sales time and company resources for account development. 5. Establish a process of goal-setting and performance evaluation with important account personnel. 6. Apply methods of consultation to the development of the account including problem- solving, innovative approaches to develop business, and overcome account challenges. Modules and Topics Module 1: Understanding Your Account • Developing the account profile • Identifying key decision-makers and influencers to decisions • Exploring your customer and the need for learning everything about them Module 2: Developing The Account • The process of setting goals and objectives • Penetrating the account organization • Developing priorities for development • Establishing a process for evaluating progress Module 3: Understanding and Applying The Concept of “Value-Added” • Learn how to differentiate yourself from your competition • Establish yourself as a expert in your field in the customer’s eyes • Applying consultation skills to account development Module 4: Problem-Solving and Overcoming Obstacles Within The Account • Developing creative solutions to account problems and challenges • Applying conflict resolution skills to overcome obstacles • Leveraging past successes with the account 9
  10. 10. Module 5: Growing The Account Year To Year With The Customer • Employing periodic progress meetings with the customer • Tracking and recognizing success • Mutual goal setting with the customer Module 6: Summary and Next Steps • Summarize key learning from the workshop • Develop a plan of action for implementation following the workshop 10
  11. 11. Basic Supervision Series The Basic Supervision Series courses (6) are for new supervisors, and experienced supervisors who want skills refresher training. It is recommended that these courses be completed within the first six months in the new role. The modules are: •Fundamental Skills of Managing •Fundamental Skills of Communicating •Dealing With Conflict •Using Positive Discipline •Dealing With Complaints •Preparing for Change. Cost: $125 (for the series) Registration: Reply to the Training Announcement/Outlook prior to the registration deadline. Include name, work phone number, cost center and supervisor. Fundamental Skills of Managing is required before taking the other courses in the series. Put the course dates and times on your work calendar when you register for Fundamental Skills of Managing. Dates and Times: The classes are usually held on Thursdays from 8 a.m. to 12 p.m. Refer to the specific Training Announcement/Outlook for actual dates and times. Instruction: The courses are highly interactive. The instructor uses lecture, video, charting, and individual and group exercises. A Vital Learning workbook is provided for each module. Learning Objectives for the Basic Supervision Series: Fundamental Skills of Managing (This is a prerequisite for the other courses in this series.) You will learn to: •Deal with your team members on a day-to-day basis in such a way as to maintain and enhance their self-esteem. •Base your discussions about performance and work habits on your team members' behavior rather than their personalities or attitudes. •Use effective listening techniques to increase your team members' motivation to perform at higher levels of productivity. •Consistently encourage your team members to participate in setting goals, solving problems, and making decisions. Fundamental Skills of Communicating You will learn to: •See that communication is a two-way process. •Construct clear, concise messages. •Distinguish between a message that is clear and concise and one that is not. •Create messages that are in the interest of the receiver. •Make use of nonverbal factors to reinforce the intent of your message. •Listen actively to improve communication. •Use feedback as a primary tool in overcoming barriers to communication. 11
  12. 12. Dealing With Complaints You will learn to: •Understand why all team member complaints must be dealt with rather than ignored or dismissed. •Be more sensitive to all problems - major or trivial, real or imagined - that can lie behind complaints. •Understand techniques used to determine underlying problems, which are not always the same as those the team member thinks are responsible for his/her difficulties. •Use various techniques to solve such problems while maintaining a positive relationship with the team member. Using Positive Discipline You will learn to: • Use techniques of positive discipline to reduce and redirect problem behavior by people who report to you. • Communicate in terms of behavior rather than perception or opinions. • Avoid getting entangled in personal areas that generate defensiveness and lead away from lasting solutions. • Recognize how important team member participation is in defining problems and their solutions. • Develop the skills necessary to encourage meaningful participation. • Conclude disciplinary interviews with plans that work toward improved performance. • Issue formal warnings in keeping with your organization’s policies. • Develop plans for follow-up to make sure that the problem is solved. Dealing With Conflicts You will learn to: • Distinguish between the two main causes of team member conflicts: personality clashes and work structure problems. • Be aware of the positive and negative byproducts of conflicts on the job. • Accept conflict as an inevitable part of all work situations, one that must be dealt with, not ignored. • Establish a cooperative atmosphere in which to resolve conflicts when they arise. • Help team members involved in conflicts to understand each other’s point of view. • Lead them to agree on the facts. • Help them agree on a solution. Preparing for Change You will learn to: • View change and the anxiety it can cause team members as natural and inevitable parts of organizational life that can be dealt with through effective leadership. • Understand the importance of planning change carefully, so as to give team members adequate time to provide input and accustom themselves to the change. • Better assist your team members’ adjustment to change by being well informed and by clearly explaining the reasons for change. • Involve team members in the process of change by encouraging them to ask questions and voice opinions and by responding fully and honestly. • Ask your team members to make an effort to accommodate to the change. • Follow up on the initial meeting to make sure the process of adjustment to the change is going forward. 12
  13. 13. Basic Problem Solving and Decision Making Tools for Teams This is a Power Point presentation with text. It can be used for self-study, refresher, and team training. The following topics are covered in the presentation: Overview of Problem Solving and Decision Making The Problem Solving and Decision Making Process Map Opportunities for Process Improvement The Importance of Measurement Brainstorming Process Flow Charting Cause and Effect Checklist Pareto Chart Histogram Scatter Diagram Run Chart Control Chart 13
  14. 14. Basic Process Improvement Tools for Teams The basic process improvement tools are a collection of PowerPoint presentations. These can be used for self-study, refresher, and team training. Send an email to requesting the presentation. The Basic Process Tools provide information on improving manufacturing and business processes from start to finish. The first part of the series focuses on creating and managing a process improvement team. Several booklets and checklists provide valuable information and advice to team members and leaders. In addition, a module on assessing team progress is included as a tutorial for ensuring the effectiveness of the team. The second part of the series is dedicated to general process improvement. It includes several modules that introduce process improvement and systems theory. These modules give practical information on the basic tools for process improvement, including process mapping and data gathering. Other modules focus on specific ways to improve processes: eliminating waste, improving cycle time, reducing non-value-added activities, focusing on the customer, and benchmarking. These modules break down the steps of each process into easy-to-follow objectives and activities. By using the resources found in this series as a whole or separately as needed, professionals in manufacturing and business will be able to create processes that are more efficient, effective, and keep the customer happy and keep competitors on their toes. Team Startup Resources: New Team Startup and New Manager Assimilation This resource is a guidebook for starting new project teams and assimilating new managers. The guidebook provides the objectives and implications of this process. It also includes a manager’s questionnaire, a pre-work questionnaire, and a sample agenda for the first team meeting. The guidebook’s suggestions can help increase group effectiveness, reduce new manager uncertainty, plan team objectives, and make group interactions more successful. The questionnaires allow the new manager to consider important issues before leading the team. Teams: From Start-Up to Stand-Alone This guidebook describes the training and development support strategy for use with team development. It describes the steps, objectives, and roles and responsibilities of starting a team. Training guidelines and recommendations are provided. Team Start-Up Kit for Team Members & Leaders The team start-up kit is a packet of information to be used by leaders and members of process improvement teams. The packet includes a map of the PDCA (Plan-Do-Check-Act) improvement process, a map of the systems model, and several useful appendices such as checklists and meeting effectiveness critiques. The module explains the five phases for a project team: 1) Chartering the team 2) First team meeting 3) Getting the work done 4) Reviewing progress and 5) Concluding the project. Specific tasks for each involved party in the process improvement project are listed. 14
  15. 15. Team Member PDCA Checklist This booklet outlines the eight-step PDCA Improvement Process. A detailed checklist is provided for each of the eight steps. In addition, it lists the tasks that must be completed before the team can move to the next step. Process improvement team members should use this checklist to determine if they have completed all necessary tasks in the PDCA Improvement Process. Assessing Team Progress This module gives various tools for improving and measuring team effectiveness. The Johari Window is used as a model for team development. Team members are encouraged to create structured opportunities both inside and outside team meetings to share information and discuss team progress. Example team and meeting effectiveness critiques are provided as a means of measuring feedback. Using feedback for improvement and giving positive reinforcement are emphasized. General Process Improvement Resources: Systems Thinking This module focuses on systems thinking—a way of thinking about how we do work, the effectiveness of our work, and how we approach problem solving. The differences between systems thinking and traditional thinking are outlined. The module emphasizes concentrating on the system as a whole to fulfill customer needs and offers key measures to remember when conducting process improvement. The PDCA Improvement Process and the Link to Core Process Redesign This module describes the components of the PDCA (Plan-Do-Check-Act) Improvement Process. It also examines Core Process Redesign and its relationship to the PDCA Improvement Process. The eight steps in the PDCA Improvement Process are: 1) Thoroughly understand customers’ expectations and specifications; 2) Prioritize improvement projects; 3) Define the current process and eliminate or simplify the “gimmies”; 4) Determine process measure and assure a capable measurement system; 5) Stabilize the process and determine capability; 6) Improve process capability and cost effectiveness; 7) Obtain process data and customer feedback and continue to adjust and improve the process; and 8) Formally change the process and implement change with all similar processes. An extensive list of common mistakes made during the PDCA improvement process is provided. Audience members are asked to participate in discussion questions and exercises to test their understanding of PDCA. Process Mapping This module describes process mapping and its various levels—system, primary process, function, and task. The presentation shows how to map primary and parallel processes, and it gives detailed instructions for creating a map of any organizational process. Suggestions for using process mapping to improve process time and eliminate waste are also given. This module is an essential learning tool for any process improvement project. Basic Data Gathering This module instructs the audience on developing operational definitions, sampling techniques and data collection methods. The presentation also outlines the steps of the data gathering process: 1) Operationally define data to be collected 2) Select a sampling technique 3) Develop a data checksheet and 4) Collect and analyze data. The importance of avoiding biased data and practical data gathering situations are discussed. The module also includes a number of helpful appendices to facilitate data gathering. 15
  16. 16. Waste Elimination This module focuses on eliminating all forms of waste to improve process efficiency. Waste elimination practices should follow the PDCA improvement process, standardize their practices, stabilize and improve process capability, and prioritize Core Process Redesign projects. The ten sources of waste are 1) Complexity 2) Labor 3) Overproduction 4) Space 5) Energy 6) Defective goods, errors, and variability 7) Materials 8) Idle materials 9) Time and 10) Transportation. Explanations for each source of waste and suggestions for eliminating them are provided. The module also explains the concept of TPM (Total Productive Maintenance). A discussion question is provided at the end to have participants think of ways to eliminate waste in their work processes. Cycle Time Improvement This module defines cycle time improvement—a method for reducing non-value-added time in a process. Comparisons of push vs. pull systems of material flow are used to show reduction in cycle time. Processes should be designed to produce only what is needed by a customer at the time it is needed. The module also looks at performance measurements and characteristics of lean manufacturing. The module emphasizes improving cycle time by reducing hold time between steps and eliminating non-value-added activities in processes. Value Analysis with Activity Based Costing This module defines Activity Based Costing and defines its seven steps: 1) Define process/activities to be costed 2) Determine resources consumed by activities 3) Determine period of time costing analysis will cover 4) Collect appropriate data to analyze process cost 5) Determine cost of resources consumed 6) Calculate cost per unit of output and increase in productivity and 7) Revisit the PDCA improvement process. The module gives examples of common mistakes made during ABC and poses questions for discussion and exercises for the audience to complete. The presentation emphasizes the use of interviews to learn about processes, systematic use of steps, overall analysis, and using measures from customers and other processes. Focus on the Customer This module poses fundamental questions that must be asked to improve customer relationships: Who are my customers? What do they need from the process? What are their measures? What improvements does the customer want? What is the end user’s perception of our product and service? Actions affecting customers and integrating the customer in business planning are also outlined. Discussion questions emphasize making customer service an integral part in business systems. The module emphasizes making customer satisfaction the driving force for the organization and ensuring that the voice of the customer impacts management systems. The Benchmarking Process This module defines the benchmarking process as a tool to improve processes and performance of the company. It describes the eight steps of the benchmarking process: 1) Select process to benchmark 2) Select key measures 3) Examine your process against measures 4) Select benchmarks 5) Examine benchmarks’ process and performance 6) Identify gaps between benchmarks’ performance and your performance 7) Establish a plan to become “best-in-class” and 8) Deploy the plan and monitor progress. The module emphasizes the importance of being systematic, staying focused on improving company processes, and treating benchmarks as you would want to be treated. 16
  17. 17. CONFLICT RESOLUTION SKILLS A one-day workshop that will give you the skills to understand the reasons for conflict and overcome conflict situations with approaches that preserve working relationships. This workshop offers the concepts and skill practice required to deal with conflict in situations with co-workers and individuals outside the organization. The workshop is targeted for anyone who wishes to improve their skills related to resolving conflict and developing creative solutions to conflict situations. The workshop includes lecture, small and large group problem-solving and discussion, case scenarios, and skill practice exercises. Expected Outcomes What participants will be able to do better: • Understand the nature of conflict and how it can be managed effectively to create positive outcomes. • Prevent conflict situations from escalating and learn to recover in a way that improves relationships. • Interact more effectively with difficult/demanding individuals. • Better understand diverse conflict styles and their positive and negative aspects. • Improve skills to develop creative solutions when in conflict. Modules and Topics Module 1: Understanding The Nature of Conflict • The primary reason conflict occurs • Warning signs that conflict is brewing • Mistakes that can lead to conflict Module 2: Understanding The Primary Conflict Styles • Case scenarios • Selecting your preferred conflict style Module 3: Conflict Resolution Tools and Techniques • Dealing with diverse styles • When and how to confront individuals when in conflict • Moving from complaints to problem solving • Turning conflict to your advantage Module 4: Summary and Action Planning • Summarizing key workshop learning • Developing a plan of action to implement following the workshop 17
  18. 18. Customer Interaction Basics – under construction Customer Interaction Basics covers what to say to the customer and how to say it. It provides customer interaction guidelines for sharing good news, bad news, saying no, and saying maybe. This is a highly interactive 2-hour multi-media training course involving video examples and role- play. 18
  19. 19. Diversity The ultimate goal of a Diversity initiative is to maximize the productivity and effectiveness of all employees for enhanced business results. Best Practices in Diversity indicate that this goal is achieved through a process, not a mere training program or series of special events. At Simmons Associates, Inc./we identify that process as a Change Management Strategy that addresses the special challenges of changing diversity-related behaviors. To fulfill this need, we created a strategic model rooted firmly in best-in-class change practices called The Simmons System of Interlocking Diversity Components™. This unique system presents Nine Components essential for achieving long-term, sustained change in diversity-related behaviors that support business results. The nine essential components of a successful diversity strategy are: 1. Compelling Business Case for Change 2. Inclusive Diversity Definition and Leadership Vision 3. Line Ownership and Accountability 4. Strategic Sequencing 5. Customized, Position -Specific Skills Education 6. Bottoms-Up Authorship 7. Measure Everything 8. Continuous Improvement 9. Unifying Conceptual Approach: The Vectors™ Tool IMPLEMENTATION/SEQUENCE OF EVENTS Although the elements in The Simmons System of Interlocking Diversity Components™ are simple to conceptualize, the process of actually achieving each element can be complex and unique for each organization. Therefore, Simmons Associates, Inc. recommends a Strategic Sequence of events to insure success (Component Four). For organizations that have moved through some of these phases, Simmons can evaluate the effectiveness of those efforts in preparation for moving to the advanced stages, or assist in designing and implementing any individual component. Consultation: Simmons Associates, Inc. develops/adapts the System strategy and implementation plan to succeed within the context of its organizational history and current structural and political imperatives. $2500 per day. Executive Overview: Achieving full understanding, commitment and participation from leadership should be among the first steps in the successful implementation of the Diversity Process. The overview includes a presentation of the solid business case for change; the logic of the Essential Components of a diversity change strategy, and the critical role leaders need to play to insure success. $3500 for a 3 ½ hour session. Needs Analysis: Understanding an organization's areas of strength and relative weakness related to Diversity is a critical component of understanding the business case and designing a successful series of interventions. Includes focus groups; paper or web-based survey, as well as executive one-on-one interviews. Pricing to be provided for each alternative upon request. Pilot Training: Pilot training allows fine-tuning of the content (including appropriate modules, organizational history, style and jargon), and learning and integration of some of the “real world” 19
  20. 20. issues facing the organization. One and two day session formats. Pricing for one day sessions- $5,900; pricing for two day sessions- $9,900. Executive Training and Strategy Session: The ultimate goal of this program is to have leadership well informed so that they can create a successful diversity strategy, including: Vision, Custom Definition, Prioritized Business Case, Objectives, Implementation Plan, Measurements and Accountability. This session also introduces the skills executives need to lead the initiative. Sessions typically last two days. One and one-half days are dedicated to executive training on diversity. The remaining half-day is dedicated to strategy development- $15,000 for two days of training and strategy development. Typically, one to two days of strategy refinement by Simmons Associates, Inc. is provided @ $3,000 per day. Training: Training provides employees with awareness and understanding of diversity in general and the company’s Strategy in particular. Additionally, programs include level- appropriate skills and action planning guides that enable participants to contribute to the success of the Diversity Initiative. Diversity training in typically provided to all managers and leaders first, followed by other employees. Training is in one and two day formats. Pricing will be provided upon request. Action Planning, Goal Setting and Measurement: Accountability, goal setting and measurement are critical to changing workplace behaviors; therefore, Simmons Associates provides consultation as requested to ensure continued progress in these critical areas. Continuous Improvement: Because Diversity Management is a change strategy, the efforts made by individuals need to be supported by integrating diversity concepts and practices into all existing and on-going management and human resources programs and systems. 20
  21. 21. Executive Development Institute – UNC Kenan-Flagler The Executive Development Institute (EDI) is designed for high-potential managers who, early in their careers, are emerging as the likely senior leaders of the future. This intensive management and leadership development experience provides an overview of the key functional and leadership elements on which effective strategic performance is built, and provides an integrated picture of the role of executive leadership in guiding the enterprise as a whole. EDI is essential preparation for those who will be increasingly called on to assume strategic responsibilities in the organization Target Audience: EDI is most appropriate for managers and individual contributors, with at least five years of experience, who show high potential for moving into strategic leadership positions. Objectives: The EDI provides an opportunity for participants to build managerial and leadership competencies needed to: • Value skills and perspectives beyond their areas of expertise • Sharpen critical thinking and communication effectiveness • Make creative management decisions • Practice managerial versatility • Expand perspectives in increasingly global business environments. • Build on their own strengths, gain a better understanding of other functional areas and think in terms of the organization as a whole. Program Content: • Emerging Trends in the Business Environment • Managerial Leadership • The Strategic Mindset: Interaction of Functional and Business Strategies • Creating and Enhancing Shareholder Value • Information Technology and Strategic Change • Strategic Financial Management • Effective Marketing and Service Excellence Delivery • Financial Analysis and Management Control • Operations and Supply Chain Management Dates/Times/Locations/Instructors: Go to . 21
  22. 22. Focusing On the Customer – under construction This is a highly interactive 2-hour multimedia course. It is built around the module (by the same name) in the Basic Process Improvement Tools for Teams. 22
  23. 23. Helping Others Succeed Helping Others Succeed is a coaching and managing process specifically designed for all levels of management, to help increase individual, team and organizational performance. It is feedback based and discussion–oriented, focusing on results in the short term and relationships in the long term. A key additional feature is that it uses specific upward feedback from individual direct reports, thus permitting a Manager to become familiar with the unique coaching needs of each of their individual associates/employees. Target Audience: Experienced or inexperienced managers at all levels in all departments. Pre-Work: Prior to attending the workshop, Managers select two direct reports to provide confidential and constructive feedback on both their coaching needs and the Manager’s coaching skills, using a forced rating mode. Managers also complete a self-assessment. During the workshop, the feedback from the employees/associates is examined and specific opportunities for improving the Manager’s coaching and managing effectiveness are identified. A Coaching Improvement Discussion is prepared to enable the Manager, on returning to work, to meet with each of the two direct reports individually to discuss their feedback, reach agreement on how the Manager can be a more successful coach of the individuals involved and how the employees can become more productive and effective. Day two of the workshop provides Managers with practice dealing with the three most common coaching situations, i.e., performance improvement, development and career coaching. Practical tools are provided to help the Manager identify and handle these situations back on the job. HOS enables Managers to continuously evaluate progress, redefine the coaching needs of the direct reports and generate new ideas for coaching them to succeed. The process can be initiated with additional direct reports once the Manager has attended the workshop, on the latter’s own schedule, permitting it to be implemented throughout all direct reports assigned to a given Manager. Instruction: A hands on workshop with no lectures. Managers analyze the feedback from their direct reports and participate in individual and small group discussions. Managers also receive practical tools to help them deal with performance improvement, skill development and career coaching situations. Instructors: Experienced, professionals from BlessingWhite, the supplier of the workshop. 23
  24. 24. Legal Aspects of Managing People This is an introductory survey course for supervisors and managers. This course is designed as a prerequisite to more intermediate courses (Handling Workplace Health Issues; Selecting the Right Employees, Right: Legal Aspects of Hiring, Promotion and Employee Selection; Discipline, Discharge and Documentation). No prerequisites for attendance. Key topics include why supervisors and managers have a personal stake in the legal aspects of managing people; must-know legal checklists – EEO, leave and benefits, wage and hour, labor, health and safety, privacy, handling workplace health issues; hiring, promotion and employee selection; compensation issues; religion in the workplace; handling harassment and other inappropriate behavior; discipline, discharge and documentation. Learning Objectives: In this full day class, you will learn: • To identify the everyday situations that trigger legal requirements • The legal requirements that apply to your supervisory acts and decisions and practical tips for meeting them • The factors you can and can’t use in making hiring, promotion, discipline, termination and other employment decisions • Basic strategies for keeping yourself and the company out of court Target Audience: Supervisors and Managers Cost: $150.00 (based on minimum class enrollment of 20) Registration: Send email to Mitch Manning Dates and Times: To be announced. Location: To be announced. Instruction: Lecture, case study, group discussion. Instructor: Kimberly J. Korando. Kim has spent the past 16 years helping supervisors and managers stay out of court, and representing them and their employers when they are sued. She has trained more than 7,000 supervisors, managers and HR professionals and is a frequent speaker at UNC, Duke University and nationally recognized business conferences. 24
  25. 25. LeanSixSigma Leadership Training Leadership Education Training Program for Lean6Sigma is a five-day program for senior managers and above. It is a tailored program from Human Capital Associates (HCA). It provides the tools needed to change the organizational culture. The program includes: •a customer segment •a session on "Lean" •a session on "Six Sigma" •a session on our culture at CORPORATE •a full discussion of LeanSixSigma implementation Black Belt Training Eighteen employees are trained to apply LeanSixSigma to specifically assigned projects. Invited candidates receive one week of training per month for 5 months. They begin working on their assignments during the second month. The first ten candidates began training the week of September 16, 2009 and will complete training the first week in January 2006. The other eight candidates began training in November and will complete training in March 2006. Dates/Times/Location: Refer to specific Training Invitation/Announcement Registration: Invitation only 25
  26. 26. Managing Personal Growth The Managing Personal Growth (MPG) process focuses individuals on important organizational goals and values while improving performance and accelerating development. It is a proven method for describing the skills, behaviors, personal values and attitudes required for personal and organizational success. MPG helps gain the clarity, communication, and personal commitment and action needed for successful change to occur. MPG is a two-day workshop with pre- and post-workshop assignments. Target Audience: All management, professional, technical, sales, customer service and administrative staff. MPG begins with an assignment to be completed by the employee and his or her manager prior to attending a two-day workshop. Independently, they both define the employee’s job responsibilities, important skills and personal capabilities. At the workshop, employees clarify their personal motivators and develop ideas for increasing current job satisfaction. Comparing their perception of job priorities and skills with their manager’s assessment, they create a development plan with specific actions to improve contribution and increase satisfaction. The Development Discussion Plan is the product of the MPG workshop for the employee. The MPG workshop prepares the employee to initiate a meaningful, results-oriented discussion with his or her manager. Together they review the employee’s development plan and agree on job priorities, areas for development and ways to maximize the employee’s strengths. The open discussion creates a partnership, strengthening motivation and establishing a mutual commitment to achieving both individual and organizational goals. Managers and employees continue to meet two or three times a year to discuss the employee’s progress, plan for continuing development, and revisit job priorities. Included in the MPG process is an optional piece called Career Decision Making designed to assist employees with career planning. Instruction: A highly interactive and insightful workshop. There are no lectures. Workshop participants spend their time in individual and group exercises clarifying personal values, analyzing feedback and preparing discussion and action plans. Instructors: Experienced, professionals from BlessingWhite, the supplier of the workshop 26
  27. 27. Negotiating For Success A one-day workshop that provides the tools to plan, conduct and implement agreements derived from successful negotiations. This workshop offers the concepts and skill development opportunities required to conduct negotiations with co-workers, or external personnel in ways that lead to “Win-Win” agreements. The workshop is targeted for anyone who negotiates with internal or external personnel. Both managers and non-managers who are faced with opportunities to negotiate will find this program valuable. The workshop includes lecture, small and large group problem-solving and discussion, as well as role play exercises. Target Audience: Account Managers and members of business teams. Dates/Times/Locations/Instructors: To be announced when scheduled. Expected Outcomes: Participants will be able to: • Apply overall guidelines for handling effective negotiations with co-workers and others outside the company. • Identify various negotiating tactics and how to deal with them. • Understand participants’ preferred negotiating styles. • Communicate effectively using listening, questioning and clarifying. • Plan and conduct successful negotiations overall. Modules and Topics Module 1: Understanding The Art of Negotiating • Negotiation self-assessment • Understanding the nature of Win-Win agreements Module 2: Preparation – A Key To Success • Pre-negotiation checklist • Preparing using the negotiating model • Understanding diverse negotiating styles Module 3: Conducting Negotiations • The negotiation process • Overcoming obstacles and conflict • Identifying common ground • Negotiation tactics • Winning with concessions Module 4: Summarizing and Concluding • Defining agreements • Clarifying action steps • Identifying mutual “wins” Module 5: Summary and Action Steps • Summary of key learning • Development of an action plan for implementation following the workshop 27
  28. 28. Performance Management Skills Workshop A one-day workshop that provides managers and supervisors with the knowledge and skills to set performance objectives, coach and counsel employees, and provide fair and objective performance evaluations. The workshop is targeted for managers and supervisors that have the responsibility for staff members’ performance and development. The workshop includes lecture, small and large group problem-solving and discussion, video modules, and multiple skill practice opportunities. Expected Outcomes Participants will be able to: • Develop effective goals and objectives with staff members. • Employ innovative and effective ways to recognize good performance. • Provide effective and timely coaching and counseling to staff members. • Deal with conflict situations during counseling and performance discussions. • Develop and deliver fair and meaningful performance evaluations. Target Audience: All members of the management team having direct reports. Dates/Times/Locations/Instructors: To be announced when scheduled. Modules and Topics Module 1: The Overall Role of The Manager/Supervisor • Primary roles and responsibilities • Balancing technical and management responsibilities Module 2: Setting Clear Performance Expectations • Developing goals and objectives that link to department and organization goals • Setting performance standards • Gaining buy-in to goals, objectives and standards Module 3: Coaching and Counseling • Defining coaching and counseling • Providing timely and effective feedback • Employing coaching as a development tool • Using recognition as a motivational tool • Counseling when there are performance or attitudinal problems • Following organization guidelines when dealing with performance problems Module 4: Developing and Delivering Fair and Meaningful Performance Evaluations • The value of periodic performance updates • Gaining employee commitment to effective performance • Insuring fairness during the evaluation process Module 5: Employee Development in The Performance Management Process • Identifying and developing mutually agreed upon development plans • Tracking the progress of development plans • Developing in the current job • Preparation for future jobs/assignments • Module 6: Summary and Next Steps • Identification of key learning • Development of plans for implementation following the workshop 28
  29. 29. Project Management Fundamentals This class is geared to presenting an overview to non-project managers and newly appointed project managers of a repeatable, effective approach to project management while also dealing with complexities such as motivation, change management, personalities, conflict, and scope creep. You will learn: • the differences between management and leadership and how to apply both disciplines in situations (e.g., understanding motivation to get the most out of your teams. • how to successfully initiate a project (e.g., setting up the project, orienting the team). • how to successfully plan a project (e.g., scope definition, schedule definition, resource planning). • how to successfully execute a project (e.g., team management and development, managing change, documentation of deliverables). • how to successfully control a project (risk and issue management, change control, project reporting). There are exercises on leading and management, planning and estimating, and issue/risk management. Project management templates, tools, and effective techniques are provided. Target Audience: All supervisors and other employees having project responsibilities. Cost: $400 per participant. Minimum Class Size: 8 (classes with fewer than 6 registrations will be cancelled). Maximum Class Size: 12 Schedule – To be announced Location – CORPORATE University Training Room Times – Start 7:30 a.m. End 5:00 p.m. Registration: Reply to the specific Training Announcement/Outlook. Include name, work phone number, cost center and supervisor’s name 29
  30. 30. Strategic Business Planning A one-day workshop that will give you the tools to clearly define your target customer, define their needs and requirements and determine your competitive advantage. This workshop will provide the key concepts for determining your competitive advantage as well as start you in applying those concepts to your own business situation. Target Audience: Business Managers and members of business teams who contribute to the revenue, cost or profit activities within the business. Dates/Times/Locations/Instructors: To be announced when scheduled. As a result of participating in this workshop, you will be able to: • Understand the "five forces" of industry competitiveness. • Understand how trends, such as regulation and the economy, affect the competitiveness within your industry. • Determine the point of competitive advantage for your business. • Develop a business definition: - Determining who is the targeted customer - Defining the customers' needs / requirements - Defining your competitive advantage. This workshop includes lecture, video, group discussion and direct application of the presented content to the participant’s specific job and role responsibility. 30
  31. 31. Targeted Selection – Full Program (2 days) Targeted Selection is the interview and selection process used at CORPORATE (CORPORATE Pharmaceuticals, Inc.) when hiring new employees. The class objective is to develop each participant’s skills in planning and conducting effective interviews and in evaluating job candidates. Key topics include common problems in selection, the major components of the Targeted Selection Program, identifying critical job requirements, applying effective interview skills and techniques, employment laws, making the hiring decision. Instructional methods include lecture, discussion, skill practice exercises, and live interviews. Target Audience: Targeted Selection must be completed prior to participating as a member of a selection team. It is highly recommended for all new supervisors as part of their training and development plan. Targeted Selection can be completed by attending a scheduled class, or, by completing a CD-ROM training package. Consult with your Area Human Resources Representative to decide which is most appropriate for you. Instructor: Development Dimensions International (DDI) - Certified Instructor for Targeted Selection Date and Time of Class: Targeted Selection is scheduled once per quarter. Additional classes are scheduled as needed. This is a two-day class. Class starts at 8:00 a.m. and ends at 4:30 p.m. Location: CORPORATE University Training Room, Building 2, Room 2-39 Registration: Confirm your registration for this course by emailing to Mitch Manning, Sr.. Please include your name, work phone number, cost center, and supervisor’s name. Targeted Selection – Review and Creating Interview Guides This is a highly interactive review of the principles and concepts of Targeted Selection and a workshop for creating Interview Guides. Target Audience: All members of the selection team. Dates/Locations/Instructors: To be announced when scheduled. Time: Four hours Targeted Selection – Related Interaction Management Courses from DDI • Core Skills for Building Commitment • Delegating for Productivity and Growth • Facilitating Improved Performance • Following Up to Support Improvement • Guiding Conflict Resolution • Guiding the Development of Others • Helping Others Adapt to Change • Performance Planning: Reviewing Process • Performance Planning: Setting Expectations • Preparing Others to Succeed • Trust: Strengthening the Foundation For additional information go to 31
  32. 32. Who Moved My Cheese? This is a fast paced “change management” workshop with interactive delivery that has three main goals: 1. To provide you with a new and positive way of looking at change so it works to your advantage. 2. To give you a fun language and method of thinking that will accelerate your (and your organization’s) ability to change. 3. To show you a reliable way to win by doing what works in changing times. Program Part One (two hours) Introduction and Goals • Who Moved My Cheese? The Movie! • Reading The Handwriting on the Wall In Your Situation • Who Are You In The Story? • Program Part Two Parts of All of Us • Relating To Sniff, Scurry, Hem & Haw • Journey of Loss and Gain • Imagining Your New Cheese • Summary and Review • Sharing Cheese Now, At Work and At Home Often, it is not until the employee shares what they have experienced in the workshop, that it hits home the amount of influence they have on their “Circle Of Influence.” Target Audience: All employees Dates/Times/Locations/Instructors: To be announced when scheduled. 32
  33. 33. Computer Based Training The CORPORATE University can facilitate the following computer-based training as an optional delivery method to classroom training. All computer –based training selections are decided and sponsored by the cost center manager for the participant/trainee. Foundations In Quality – American Society for Quality ASQ's Foundation's in Quality Learning Series is a comprehensive, computer-based training curriculum designed for individuals and organizations committed to quality. The programs cover quality for all levels of expertise--from basic quality concepts for newcomers to certification preparation for more advanced quality professionals. Thousands have used these programs to: • Prepare for ASQ's certification examinations • Train new hires on quality fundamentals • Prepare entire departments to apply basic quality practices • Refresh and supplement individuals' on-the-job knowledge • Enhance professional development Quality 101 Quality 101 is a self-directed, basic-level training program designed to introduce quality concepts and tools to employees new to quality and to refresh the skills of those with some background in quality. Quality 101 offers the flexibility of self-directed learning with the convenience of two delivery methods: 1. Computer-based (CBT), including a print-based workbook and CD-ROM software 2. Web-based (WBT), completing the entire program over the Internet Recently revised to include new content, Quality 101 is an effective tool if you are preparing for ASQ's new Certified Quality Improvement Associate (CQIA) certification exam. Select Course Description for more information on the course and the delivery options. (Note: Blue text indicates direct hyperlink to ASQ website. Place the cursor on the text and double-click.) If you have an access code but have never worked in the course, click the circle next to "I am a new user." Then create a username and password to access the course. If you have your username and password, enter them in the appropriate box on the upper right of the screen and click "Log in." Free Demonstration Preview Quality 101 today—it's FREE! Click the link below to assess your knowledge with a comprehensive Quality 101 pre-test and preview the entire first module of the program, Quality Benefits, at no charge. Free Demo 33
  34. 34. Certified Quality Auditor This program addresses all areas of study identified in ASQ's Certified Quality Auditor Body of Knowledge, making it the perfect tool for certification exam preparation and general professional development. It provides flexible training options and in-depth study of the tools quality auditors can use to instill a professional quality perspective within an organization. Individuals, departments and entire organizations can use the Certified Quality Auditor program to: • Prepare for ASQ's Certified Quality Auditor certification examination • Introduce quality auditing concepts and tools to newcomers • Refresh quality auditing knowledge and practices of employees with some quality auditing experience • Enhance general professional development Certified Quality Manager This program addresses all areas of study identified in ASQ's Certified Quality Manager Body of Knowledge, making it the perfect tool for certification exam preparation and general professional development. It provides flexible training options and in-depth study of the tools quality managers can use to instill a professional quality perspective within an organization. Individuals, departments and entire organizations can use this program to: • Prepare for ASQ's Certified Quality Manager certification examination • Introduce quality management concepts and tools to newcomers • Refresh quality management knowledge and practices of employees with some quality management experience. • Enhance general professional development. Certified Quality Engineer This program addresses all areas of study identified in ASQ's Certified Quality Engineer Body of Knowledge, making it the perfect tool for certification exam preparation and general professional development. It provides flexible training options and in-depth study of the tools quality engineers can use to instill a professional quality perspective within an organization. Individuals, departments and entire organizations can use ASQ's Certified Quality Engineer program to: • Prepare for ASQ's Certified Quality Engineer certification examination • Introduce quality engineering concepts and tools to newcomers • Refresh quality engineering knowledge and practices of employees with some quality engineering experience • Enhance general professional development 34
  35. 35. Project Management Courses - American Society for Quality (ASQ) The ASQ e-Learning Center is offers the following project management courses on-line: Project Management Basics This course teaches you the fundamentals of project management across all areas of "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide). Participants learn and understand key project management strategies, tools, and techniques. Mastery is ensured through real-world scenarios, video case studies, and key exercises built into each module. Project Management Fundamentals This course gives you a performance edge by teaching you how to initiate, plan, control and complete your projects more effectively. The course is designed for people responsible for managing, leading, coordinating, and working on projects who have limited experience or knowledge of practical, formal project management methods. Quality for Project Managers This course shows you how quality management concepts integrate with project management practices to create a system for implementing quality methods in a project plan. Learn about the philosophy and principles of continuous improvement and see how to translate these concepts into specific actions that are key to successful improvement efforts. The strategies of continuous process improvement dovetail with project management concepts to increase your control over objectives, work, and performance. Critical Chain Project Management – The Theory of Constraints Approach to Planning and Managing Projects This course provides a comprehensive instruction in Critical Chain methodology. This scheduling and management methodology can make project implementation more successful. The course demonstrates how to bring Dr. Deming's process control philosophy, Dr. Goldratt's process improvement methodology, and the PMBOK® Guide together into one powerful and mature approach to project management. The Project Management Certificate Program This course covers in detail the five process groups and nine knowledge areas of the Project Management Body of Knowledge (PMBOK®) Guide. The last module of the course focuses on PMP® exam preparation and includes a sample final exam to help evaluate the participants' overall understanding of the concepts presented throughout the course and prepare them for the actual PMP® exam. For more information on these courses, visit Double-click to see a listing of all ASQ e learning opportunities. 35
  36. 36. Six Sigma Green Belt Training - American Society for Quality This course is designed to provide an understanding of the Six Sigma Green Belt areas of knowledge. The Define-Measure-Analyze-Improve-Control methodology is presented with numerous case studies and examples drawn from service, business process, and manufacturing applications. Selected Lean Manufacturing and System Dynamics concepts are integrated with Six Sigma in this course. Because it's designed with a heavy practice orientation, as much as half of your time is spent working through interactive practice exercises and online assessments. This course is a multimedia, interactive learning experience with audio lectures, slide shows, virtual classroom discussion, online notebook, toolbox, quizzes, glossary, and help feature. This course requires the successful completion of a Six Sigma improvement project to demonstrate effective application of the concepts covered in the course. Upon satisfactory completion of the course and project, the participant will be certified by as a Six Sigma Green Belt. If certification is awarded, a signed certificate will be mailed to the participant. Learning Outcomes Upon the completion of this course, you will be able to: • Lead teams in applying the Six Sigma D-M-A-I-C methodology to eliminate waste. • Define improvement projects to satisfy the customer. • Measure inputs and outputs to provide meaningful data. • Analyze data to identify the root cause of variability • Improve the process to reduce variability. • Control the process to prevent backsliding and consolidate the gains. Course Format - This is a self-paced course that can be started at any time. You have 120 days to complete the course. Course Length – 60 hours Course Fee - ASQ Members: $1,620 Nonmembers: $1,800 Online Six Sigma Green Belt course Double click to go to ASQ web site. 36
  37. 37. Six Sigma Yellow Belt Training American Society for Quality This course is designed to provide a broad understanding of the Six Sigma improvement methodology, concepts, and language, along with a complete toolbox of basic process improvement methods applied within a Six Sigma framework, including basic Statistical Process Control Charts. The course is targeted at a wide audience of Six Sigma team members who need familiarity with the overall process and the basic process improvement tools. The Define-Measure-Analyze-Improve-Control methodology is presented with case studies and examples drawn from Service, Business Process, and Manufacturing applications. The integration of Lean Manufacturing and Six Sigma is also addressed. Because it's designed with a heavy practice orientation, as much as a third of your time will be spent working through interactive practice exercises and online assessments. This course is a multimedia, interactive learning experience, with audio lectures, slide shows, virtual classroom discussion, on-line notebook, toolbox, quizzes, glossary, and help feature. Learning Outcomes Upon the completion of this course, you will be able to: • Understand the benefits and implications of a Six Sigma program, and relate Six Sigma concepts to the overall business mission and objectives. • Communicate using Six Sigma concepts and language. • Think about your organization as a collection of processes, with inputs that determine the output. • Use the concept of a Sigma Level to evaluate the capability of a process or organization. • Recognize the five-step D-M-A-I-C model used to improve processes. • Recognize the organizational factors that are necessary groundwork for a successful Six Sigma program. • Apply the following basic process improvement tools within the Six Sigma DMAIC improvement model: Project Charter, Process Map, Thought Process Map, Affinity Diagram, CTQC Tree Diagram, Pareto Chart, Trend Chart, XmR Control Chart, Histogram, Fishbone Diagram, 5-Why Analysis, Scatter Plots, FMEA, Benchmarking, Brainstorming, Error- proofing, Corrective Action Matrix, Documented Process Changes, and Control Plan. Course Format This is a self-paced course that can be started at any time. You have 60 days to complete the course. Course Length 16 hours Course Fee ASQ Members: $585 Nonmembers: $650 Volume discounts are available for 10 or more participants. This course can also be customized in both content and appearance. For example, SPC content from the Online Six Sigma Green Belt course could be added. Company-specific content can also be added, along with company logo. For more information on volume discounts or customization, please contact Bill Hathaway at 614-430-9020 between 8:00 AM and 5:00 PM, Eastern time, Mon.-Fri., or e-mail 37
  38. 38. Basic Supervision Series – Vital Learning This is the same Basic Supervision Series listed earlier in the CORPORATE University Catalog. All the courses are available on-line at Feedback on the on-line course content by CORPORATE employees has been positive. Participants have commented that they prefer the classroom to the on- line courses because the classroom provides interaction with other supervisors. The on-line courses do not lead to a certificate in Basic Supervision from Pitt Community College/North Carolina Community College System and college credits. 38
  39. 39. National Association for Manufacturing Virtual University – NAMVU Place cursor over web address and double-click to go to site. This website provides more than 700 courses in the following areas: 1. Business and Finance 2. Personal Development 3. Customer Service 4. Human Resources and Legal 5. Professional Development 6. Information Technology 7. Technical Training (no Information Technology) 8. Occupational Safety and Health Administration (OSHA) 9. Quality 10. Organizational Excellence The courses have pre and posts tests. Many courses cost less than $50. 39
  40. 40. Targeted Selection® - Development Dimensions International Targeted Selection Web-based Training (TS-WBT) is a new, online way for interviewers and hiring managers to learn the tried and proven Targeted Selection techniques for making consistently accurate hiring decisions. Its blended learning approach combines self-driven online study with a choice of powerful and convenient skill-practicing options. The results: more powerful learning, delivered faster, and immediately applicable to evaluate candidates and hire top talent. System Overview - TS is the world’s first behavior-based interviewing system. DDI has kept it the best with continual updating and refinement. Today’s “next generation” of TS addresses critical business needs: • Hiring the right person for every position in order to optimize current performance and improve potential. • Achieving hiring goals through efficient, accurate, and consistent interviewing and decision- making. • Providing cost-effective interviewer training, even when learners are widely dispersed. TS-WBT is a two-part program. First, interviewers learn these fundamentals of effective interviewing through online self-study: • How competencies drive the hiring process • How to determine what competencies apply to what positions • How to gather competency-related behavioral information from candidates during the interview • How to build rapport with candidates and elicit relevant information • How to integrate data with other interviewers to arrive at an accurate decision. After their online study, learners apply and refine what they’ve learned through a skill practice session in any of the following ways: • In a classroom setting, led by a certified TS administrator. Here learners work together to practice and refine their interviewing techniques. • Over the phone, via interaction with a trained interviewing assessor, who provides feedback and coaching to the learner. • On the job, with a trained TS coach from their organization, who works with learners in actual interviews. The coach models the proper TS interview techniques in a real interview, then observes the learner conducting an interview and provides feedback. This blended learning approach of online self-study combined with live skill practice ensures learners thoroughly grasp TS concepts, build interviewing skills and confidence, and know how to apply what they’ve learned to make accurate hiring decisions. Learners are certified as TS interviewers only after completing both portions of the training. Targeted Selection provides a broad range of tools to help achieve efficient, accurate hiring: • TS: Web Interview Guide GeneratorTM • TS: Motivational Fit • TS: Landing the Candidate • TS: Quick HireTM • Identifying Criteria for Success® 40
  41. 41. Programs The CORPORATE University recommends the following training programs. Participation is decided and sponsored by the cost center manager for the participant/trainee. Administrative Professional Program The Administrative Professional Program is a facilitated self-study program provided by the International Association for Administrative Professionals (IAAP). The training program consists of a series of modules (5) with twelve courses each for four distinct skills levels (Introductory, Intermediate, Advanced, and Specialist). The twelve courses for each skills level are scheduled in a module a month format. At the end of each module, participants complete a series of assignments from the workbook and send them to the IAAP. The IAAP Continuing Education staff review and award Continuing Education Units and a certificate for each module. Target Audience: Clerical, Administrative, and Office Support Staff Cost: $199 per level for IAAP members and $299 for non-members. Skill Level I: Introductory Module One - Career Development Course One - Professionalism in the Office: Proven Techniques for Administrators, Secretaries, and Coordinators Course Two – The Art of Communicating: Achieving Interpersonal Impact in Business Module Two – Personal Development Course Three – Finding Your Purpose: A Guide to Personal Fulfillment Course Four – Attitude: Your Most Priceless Possession Module Three – Self-Management Course Five - Personal Time Management Course Six – Organizing Your Workspace: A Guide To Personal Productivity Module Four – People Skills Course Seven – The Business of Listening: A Guide to Effective Listening Course Eight – Telephone Skills from A to Z; The Telephone Doctor Phone Book Course Nine – Customer Satisfaction: The Other Half of Your Job Module Five – Task Skills Course Ten – Improve Your Reading/Improve Your Job: Basic Reading Skills for the Working Adult Course Eleven – The Building Blocks of Business Writing: The Foundation of Writing Skills Course Twelve – Powerful Proofreading Skills: Tips, Techniques and Tactics 41
  42. 42. Skill Level II: Intermediate Module One - Career Development Course One – The Administrative Assistant Course Two – Business Etiquette and Professionalism: Your Guide to Career Success Module Two – Personal Development Course Three – Developing Positive Assertiveness: Practical Techniques for Personal Success Course Four – Influence: The Formula for Success Module Three – Team Skills Course Five – Working In Teams: A Team Member Guidebook Course Six – Team Problem-Solving Module Four – People Skills Course Seven – Working Together: Succeeding in a Multicultural Organization Course Eight – Office Politics: Positive Results from Fair Practices Course Nine – Managing Upward: Strategies for Succeeding With your Boss Module Five – Task Skills Course Ten – Creative Decision-Making: Using Positive Uncertainty Course Eleven – Effective Meeting Skills: A Practical Guide for More Productive Meetings Course Twelve – Project Management: A Practical Guide for Success Skill Level III: Advanced Module One - Career Development Course One – Understanding Leadership Competencies: Creating Tomorrow’s Leaders Today Course Two – Excellence In Supervision: Essential Skills for the New Supervisor Module Two – Organizational/Personal Development Course Three – Understanding Organizational Change: Converting Theory to Practice Course Four – Giving and Receiving Feedback: Building Constructive Communication Module Three – Office Management Course Five – Managing Change at Work: Leading People Through Organizational Transitions Course Six – Office Management: A Productivity and Effectiveness Guide Module Four – People Skills Course Seven – Achieving Consensus: Tools and Techniques Course Eight – Successful Negotiation: Effective “Win-Win” Strategies and Tactics Course Nine – Facilitation Skills for Team Leaders: Leading Organized Teams to Greater Productivity Module Five – Task Skills Course Ten – Writing Business Proposals and Reports: Key Strategies for Success Course Eleven – Effective Presentation Skills: A Practical Guide to Better Speaking Course Twelve – Delivering Effective Training Sessions: Techniques for Productivity 42
  43. 43. Skill Level IV: Specialist Module One - Career Development Course One – Effective Networking: Proven Techniques for Career Success Course Two – Plan B: Converting Change into Career Opportunity Module Two – Organizational/Personal Development Course Three – Organization Development: A Practitioner’s Tool Kit Course Four – Risk-Taking: A Guide for Decision Makers Module Three – Office Management Course Five – Business Research: An Informal Guide Course Six – Process Improvement: Enhancing Your Organization’s Effectiveness Module Four – People Skills Course Seven – The Internal Consultant: Drawing on Inside Expertise Course Eight – Virtual Teaming: Breaking the Boundaries of Time and Place Course Nine – Rapid Team Development: Building High Performance Project Teams Module Five – Task Skills Course Ten – Fat-Free Writing; Business Writing for the Information Age Course Eleven – Achieving Results: Four Stages to Off-the-Chart Excellence Course Twelve – Critical Thinking: Strategies for Decision-Making For additional information on this and other IAAP training programs go to 43
  44. 44. Building On Talent (BOT-IN) - CORPORATE International Human Resources Services This is a eight day/two-part developmental program for professionals to support the growth strategies of CORPORATE. BOT-IN helps: • To prepare professional employees to work across functions, hierarchies and countries. • Participants to be able to bring in an idea, gather adequate information and influence decision-making. • Participants to gain insight in the whole picture: the primary process, the markets and the products of the company. • Participants to develop awareness of one’s own talents and know how to employ one’s talents in contributing to the business challenges of CORPORATE. Target Audience - invited This specific course is meant for professionals of CORPORATE at function levels of about 440 –680 Hay Points, having at least about 5 years of working experience, growth potential and a clear wish to develop them. The group of participants reflects the heterogeneity of disciplines and the international character of CORPORATE. Course objectives To enable professionals to develop skills to meet seemingly contradictory demands such as: • standing for one’s ideas, but not to fight windmills • being a team player and being an independent individual • communicating openly and influencing decision-making effectively • taking one’s responsibility and managing one’s stress Location: To be announced Duration: 5 + 3 days (two sessions for a total of 8 days) Number of participants: 24 Registration: By invitation. Dates and Times: Scheduled and announced annually by CORPORATE International Human Resources Services. 44
  45. 45. Leadership Development Program (LDP)® - Center for Creative Leadership This is the Center’s flagship leadership development experience. LDP has been in use for more than 25 years and is ranked as one of the top programs of its kind internationally. It is based on the most recent leadership research. The program focuses on a self-awareness- based learning process to enhance leadership capacities. LDP graduates typically describe it as the most beneficial development experience they’ve ever had. Target Audience - For experienced managers who would benefit most from a feedback-intense learning environment. During this program, participants: • Receive a thorough appraisal of their leadership styles and behaviors from a wide range of observers – superiors, direct reports, peers and other professional colleagues in the program. • Gain an honest and candid appraisal of personal strengths and developmental needs and identify potential career-derailment hazards. • Improve their ability to give and receive constructive feedback. • Understand the connection between their individual impact and their work group and organization’s effectiveness. • Learn how to lead through change. Special Features - The program includes in-depth, 360-degree assessment and participant feedback; videotaped sessions that help develop coaching and interpersonal skills; and a half- day of leadership and team problem-solving challenges that allows participants to practice new behaviors in a supportive environment. All feedback is strictly confidential, and each person receives a one-to-one session with a Center feedback coach to review the results of the week and to begin setting clearly defined goals. A 360-degree assessment of individual learning and program impact is administered three months after program participation, to provide feedback on the extent to which the participant is seen as having made positive change as a result of the program. CCL can deliver this program to groups within your organization, wherever they reside. In addition, this program can be modified to meet your particular organizational challenges. Agenda - Participants are asked to fill out several assessment surveys prior to attending. In addition, certain surveys require that evaluations to be completed by the participant's direct reports, peers, and superiors. The surveys are sent at least seven weeks prior to the program date and with a given a deadline for completion. Day 1 - Leadership Development: The Individual Focus: Setting the stage for development. • Program overview and introductions • Introduction to the Center’s research on development • Experiential activity: understanding your mental model of leadership • 360-degree feedback • Personality assessment tool 45
  46. 46. Day 2 - Leadership Development In Groups Focus: Exploring development as an interdependent process. • Experiential activity: learning to coach others • Assessment tool: interpersonal needs • Videotaped group problem-solving activity • Principles of feedback • Practice giving and receiving feedback via the videotape Day 3 - Leadership Development in the Organization Focus: Exploring development within organizational systems. • Experiential activity: process of change • Assessment tool: change style • Assessment tool: leadership in organizations • Leadership and team problem-solving activities outside the classroom Day 4 - Integration Of Learning Focus: Integrating information from the week and receiving support for one's development. • Learning to give and receive feedback • Peer feedback • One-to-one staff feedback • Day 5 - Developmental Planning Focus: Planning strategies to achieve developmental goals. • Creating individual development plans • Setting action goals • Preparing for post-program support • Program Close Follow-on Coaching - Keeping the Momentum Alive The Center is now offering Follow-on coaching as an extension of our developmental programs. Follow-on coaching is designed to provide encouragement and motivation in the months following a program, a time when some find it difficult to stay focused on goals and when this level of support may not be readily available elsewhere. Experience has shown that people learn in different ways and at different paces. Regardless of the learning style, personal development is best facilitated by some form of ongoing support. This is especially true for individuals who are trying to effect changes in behavior. Benefits - Follow-on coaching can help individuals work through specific development needs, support conscientious learners who are actively engaged in on going development, and assist high performers who need intensive skill development to keep up with the pace of their careers. The coaching process is based on support, expertise and accountability. Support. The Center’s coaches provide encouragement and feedback in a confidential, risk- free setting. You can review your progress, discuss what is working and what isn't, identify reasons for any setbacks and consider upcoming developmental opportunities. Expertise. The Center can help you convert your experience in the CCL program to practical applications that specifically relate to your own job responsibilities and organizational goals. Accountability. The Center can provide strong motivation to keep your developmental plan on track, challenge you to grow, help you identify priorities and follow through on the goals you set. 46
  47. 47. What's Included? – The Center’s basic Follow-on coaching package provides three hour-long telephone sessions with a person who is familiar with your challenges and goals and, perhaps equally important, someone you already know, trust and are comfortable with. This is typically the coach who provides feedback during your CCL program, but you can also choose to partner with another member of our professional staff. If you prefer, a customized coaching process can be arranged, including the option of face-to-face sessions. Fees - The basic Follow-on Coaching package is $750 for three one-hour sessions with a Center professional. Additional telephone coaching may be added for $250 per hour. If preferred, a customized coaching process can be arranged, including the option of face-to-face sessions. Dates Offered - Class size is limited and many programs require pre-work, which is distributed seven to eight weeks before the program; therefore, it is important to register as far in advance as possible. 47
  48. 48. Looking Glass, Inc.® Center for Creative Leadership This is a highly realistic interactive business simulation that reveals participants’ critical leadership strengths and development needs by running a fictional glass manufacturing company for a day. Easily fits into a variety of managerial training and development designs, including executive coaching, team building and change initiatives. With the Looking Glass, Inc., process: • Managers gain a clear understanding of the impact of their behavior choices on others and on organizational outcomes • Key lessons on practical managerial skills, including networking, team building, problem solving and strategic focus are examined • Managers identify organizational patterns of behavior and consider the impact of these norms on their own effectiveness • Participants leave the experience with insights that lead to a positive impact on work performance The Center or one of the Looking Glass, Inc., Network Associates can conduct this program as a custom program at your site. The Center can certify members of your organization to conduct Looking Glass, Inc., internally. The certification process includes a participant run, a train-the- trainer workshop and at least three co-training runs. How it Works - Looking Glass, Inc. is a freely interacting simulation that challenges participants to run a glass manufacturing company for a day. Participants learn to recognize opportunities and steer clear of problems; plot strategic possibilities and juggle tactical concerns; and make tough decisions, while fending off a multitude of issues and plowing through an overload of information. Looking Glass is very similar to real managerial life so that participants' behaviors during the simulation will be as close as possible to their real job performance. Participants feel the pressures, face the problems, and search for the solutions that are part of this highly realistic replication of a day in the life of top management. Looking Glass may be delivered in two ways: • The Center or one of the Looking Glass, Inc. Network Associates can conduct the simulation a custom program at your site; or • The Center can license your organization to conduct Looking Glass by training and certifying internal staff. Although the simulation is a two-to two-and-a-half-day experience, the Center strongly recommends that at least one module reflecting the objectives of the training program either precede or follow the simulation and debriefs. Some organizations choose to use multi-rater feedback instruments, such as Benchmarks® or SKILLSCOPE®, as part of the design to enrich the experience. Components vary based on whether the Center delivers the program or if your organization has installed Looking Glass, Inc. The Center can certify individuals within an organization to conduct Looking Glass, Inc. internally. The certification process includes a participant run, a train-the-trainer workshop, and at least three co-training runs. Or, you may choose to have the Center deliver your in-house Looking Glass, Inc. programs. Cost - If you plan to use the simulation with multiple managers, it is typically more cost effective 48