The Human Resource Practice - Course Outlines - 2016

www.hrpractice.co.za
Programme
Outlines
Contact us:
Tel: 011 453 0555
Fax: 011 453 3045
E-mail: hrpractice@hrpractice.co.za
Hingham Field Office Park
79 Boeing Rd East
Bedfordview
January 2016

The Human Resource Practice 011 453 0555 ii
Table of Contents
Introduction to The Human Resource Practice.....................................................................................iv
1. Mindset Change programmes........................................................................................................... 1
OPTIMISING YOUR PERFORMANCE .......................................................................................2
POWERFUL PRESENTATIONS.................................................................................................6
COACHING FOR PERFORMANCE EXCELLENCE ..................................................................7
CRITICAL COMMUNICATION....................................................................................................8
POWERFUL NEGOTIATIONS....................................................................................................9
LEADING WITH EMOTIONAL INTELLIGENCE ......................................................................10
2. Creating Engagement programmes................................................................................................ 11
ENGAGING SUPERVISORS ....................................................................................................12
ENGAGING MANAGERS/LEADERS .......................................................................................14
ENGAGING PERFORMANCE MANAGEMENT.......................................................................16
3. Skills building programmes ............................................................................................................. 17
A. Managing Self ............................................................................................................................ 18
PERSONAL MASTERY ............................................................................................................18
BUSINESS CALCULATIONS ...................................................................................................19
FINANCE FOR NON-FINANCIAL MANAGERS.......................................................................20
CREATING WORK/LIFE BALANCE ........................................................................................21
STRESS MANAGEMENT .........................................................................................................22
BUSINESS WRITING WITH REPORT WRITING.....................................................................23
TIME MANAGEMENT - IT’S ABOUT TIME’.............................................................................24
PROBLEM SOLVING & DECISION MAKING ..........................................................................25
PERSONAL DEVELOPMENT...................................................................................................26
INTERPERSONAL SKILLS ......................................................................................................27
NEGOTIATION SKILLS ............................................................................................................28
B. Managing Others........................................................................................................................ 29
LEADERSHIP PHILOSOPHY ...................................................................................................29
LEADERSHIP PRINCIPLES .....................................................................................................30
PEOPLE MANAGEMENT .........................................................................................................31
CONSTRUCTIVE CONFLICT ...................................................................................................32
OPERATIONS MANAGEMENT................................................................................................33
CHANGE MANAGEMENT FOR CHANGE AGENTS...............................................................34
PROJECT MANAGEMENT.......................................................................................................35
HIV/AIDS AWARENESS AND MANAGEMENT.......................................................................37
PERFORMANCE MANAGEMENT............................................................................................38
INDUSTRIAL RELATIONS .......................................................................................................39
EMPLOYEE RELATIONS .........................................................................................................40
LEADING TEAMS .....................................................................................................................41
EXPLORING DIVERSITY..........................................................................................................42
EFFECTIVE MEETING SKILLS................................................................................................43
MENTORSHIP ...........................................................................................................................44
INTERVIEWING SKILLS...........................................................................................................45
RECRUITING TALENT..............................................................................................................46
THE ART OF FACILITATION PROGRAMME..........................................................................47
C. Managing Managers .................................................................................................................. 48
TRANSFORMATIONAL LEADERSHIP....................................................................................48
STRATEGIC MANAGEMENT...................................................................................................49
HR STRATEGIC MANAGEMENT.............................................................................................50
TIME MANAGEMENT FOR EXECUTIVES...............................................................................51
D. Sales Training for Peak Performance........................................................................................ 52
CONSULTATIVE SELLING SKILLS FOR SALES ACCOUNT MANAGERS..........................53
PRESENTATION SKILLS FOR SALES ACCOUNT MANAGERS ..........................................54
STRATEGIC ACCOUNT ACQUISITIONS AND KEY ACCOUNT MANAGEMENT (KAM).....55
NEGOTIATING TO WIN ............................................................................................................56
E. Organisation Development and Change Management.............................................................. 57
ORGANISATION DEVELOPMENT THEORY ..........................................................................58

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ORGANISATION DEVELOPMENT VALUE CHAIN.................................................................59
CHANGE MANAGEMENT FOR CHANGE AGENTS...............................................................60
EXPLORING DIVERSITY..........................................................................................................61
MONITORING AND EVALUATION OF ORGANISATIONAL INITIATIVES ............................62
F. Other Programmes..................................................................................................................... 63
MARKETING .............................................................................................................................63
CUSTOMER SERVICE..............................................................................................................64
BUSINESS WRITING FOR CUSTOMER SERVICE.................................................................65
SUCCESSFUL EVENT MANAGEMENT ..................................................................................66
PERSONAL / ADMINISTRATIVE ASSISTANT PROGRAMME...............................................67
4. Keynote Address............................................................................................................................. 68
THE ENGAGED MINDSET .......................................................................................................69
THE POWER OF BELIEF .........................................................................................................70
FROM BLAME TO AIM: A PARADIGM SHIFT ........................................................................71
KEEPING YOUR POWER.........................................................................................................72
SWITCH YOURSELF ON..........................................................................................................73
EMOTIONAL REACTION TO CHANGE...................................................................................74
ENERGISED ACTION ...............................................................................................................75
WIN / LEARN / CHANGE IN ACTION.......................................................................................76
IT’S YOUR CHOICE! EXPLORING HIDDEN OPPORTUNITIES .............................................77
POLISHING YOUR PRESENTATIONS - LESSONS FROM THE ANCIENT GREEKS ..........78
COACHING FOR PEAK PERFORMANCE...............................................................................79
ENGAGING LEADERS CREATE FLOW AND AN ENGAGED WORKFORCE!.....................80

The Human Resource Practice 011 453 0555 iv
Introduction to The Human Resource Practice
The Human Resource Practice (THRP) is a small full service HR company (please see our
website www.hrpractice.co.za).
We are 26 percent black and 85 percent women owned. The Human Resource Practice as
an EME has currently a Level 2 rating in recognition of our BEE credentials. This rating
means our clients are entitled to claim 125 percent of the value spent on our services as
BEE procurement.
The Human Resource Practice was formed in 1992 and has served many NGO, state owned
enterprises, government departments and leading corporates.
Our services lines are: Management Consulting; HR outsourcing and Locums; Talent
Acquisition; Learning and Coaching Shop; and Mindset Change.
The Human Resource Practice is a fully accredited training provider with the Services
Seta (SETQAA Decision Number: 0735).
The Human Resource Practice provides solutions through harnessing our extensive
knowledge and resource base. Our graduate experts have deep insight into appropriate
methodologies and techniques, latest research, innovations and subject content.
Quality Assurance
The Human Resources Practice CC recognises the need for Quality in accordance with the
requirements of the ETQA. The Quality Management system is aligned with the
organisational goals and vision of providing comprehensive services and solutions. THRP
aims to empower the learners through teamwork, innovation and value-adding.
For all programmes THRP uses only these facilitators who meet or exceed the expectations.
THRP conducts a needs analysis with the client in order to define organisational training needs.
THRP signs client contracts in order to establish and record goals, targets and polices with the
client.
THRP strives to maintain 100% record documentation and reporting with zero defects.
THRP methodologies are based on experiential adult learning on the principle of exciting and
interesting learning experiences with practical application to the workplace.
THRP focuses on real learning in the work environment or a simulated work environment in order
to ensure transfer of learning.
THRP conducts assessments and evaluations during and post training in order to review the
learning cycle and transfer of learning.
THRP complies with the NQF. All members of the company maintain involvement with the NQF
and SAQA.
Assessment Management
The Human Resource Practice has begun to align its training programme to relevant and
suitable unit standards and assessment of these unit standards will occur on the basis of
achievement of competence in the specific outcomes of the unit standards.
THRP’s policy is based on the principles of fairness, validity and reliability and maintains the
integrity of assessments and achievements.

MindsetChangeprogrammes
The Human Resource Practice 011 453 0555 1
1. Mindset Change programmes
The Human Resource Practice delivers unique programmes that optimise the performance of
every delegate. Individuals are enabled to explore their beliefs, attitudes and behaviours;
empowered to release their full potential; and inspired to achieve outstanding, sustainable results.
Over the past couple of decades there has been growing support for the use of ‘mindset
change'. Put simply, this focuses on the beliefs, attitudes and behaviours of individuals as
opposed to their specialist skills and knowledge. By adopting these principles, many
organisations have come to re-evaluate their employees and revise their approach to business
implementation, recruitment and training.
To allow members of the company to achieve their full potential, it is not enough to invest solely in
their skill-set. Instead, consistent peak performance requires investment in the ‘inner game’
where individuals develop an understanding of precisely how they and their colleagues perform,
when they perform at their best.
Our goals are to ensure that no matter what delegates’ background, learning style, or attitude,
when they experience our sessions, they will walk away with a thorough understanding of what
peak performance looks like; and have the confidence and appetite to apply what they have
learnt. To this effect we use a wealth of experience and a vast range of techniques to ensure our
sessions are enjoyable, memorable and effective.
Working with The Human Resource Practice, delegates change. Sustainably. Because it is not
what you know; it is all about what you actually do with what you know that makes the
difference.
The Human Resource Practice addresses both the “Inner Game” and the “Outer Game” of every
learner.
The “Inner Game” is the internal development of mindset, language, attitudes and behaviours.
Awareness and understanding of personal inner motivation, beliefs and goals will be developed
as a result.
The “Outer Game” is the development of specific skills and knowledge for a particular
business/role.
Combining the right mix of inner and outer game, any organisation will be well placed to deliver
exceptional value for its shareholders and its people.

OPTIMISING YOUR PERFORMANCE
Improving performance and profitability through emotional intelligence
Duration: 3 days
‘Optimising Your Performance’ is a programme that consists of a series of modules, ideally
delivered over a period of time, so that people put into practice the techniques they’ve learnt
in one module before moving on to the next.
Based on our unique tried and tested ‘Optimising Your Performance’ methodology, this
programme enhances business performance by improving the achievements of each
individual.
This workshop is accredited by Services SETA against Unit Standard 252031: Apply the
principles and concepts of emotional intelligence to the management of self and
others (NQF Level 5; Credits 4).
The challenges
Your workforce may have all the skills they need to deliver outstanding business
performance. Yet your organisation may not be reaching its true potential. This can often be
traced to people’s limiting beliefs and attitudes.
The solution
Our ‘Optimising Your Performance’ programme refocuses people’s thinking and behaviours
in order to address your particular business objectives.
By cultivating a win/learn/change philosophy right from the start, the programme creates a
supportive environment where participants can view change as an opportunity rather than a
loss. It encourages them to consider new ways of working, try new approaches, question
their perceptions of what is possible, and take action.
The business benefits
improved business performance and profitability
better people-management
positive winning culture
increased competitive edge
successful Change Management
Participants will learn how to...
‘break through’ the constraints of their existing beliefs, attitudes and mind-sets
adopt more effective beliefs
adopt new winning behaviours that deliver peak performance
welcome and embrace continuous change
A partnership approach
Working in partnership with our clients and their third party Change Management and Skills
Training partners, we ensure that our Optimising Your Performance programme helps
people to fully capitalise on vital new skills and capabilities.
Three modules
Engaged Mindset
Breaking Boundaries
Energised Action

Module 1: Engaged Mindset
Creating a team of self-motivators
‘Engaged Mindset’ moves each individual to create and sustain an immensely powerful inner
drive and motivation by exploring emotional intelligence concepts.
The challenges
Motivating people to continue to achieve can be a significant challenge. Material and
financial incentives are often not enough to keep people striving to achieve. On the other
hand, depending on a few key players to energize and motivate people can be risky. The
most effective approach is for everyone to motivate themselves.
The solution
Through coaching, interaction and participation, ‘Engaged Mindset’ module gives every
individual unique new techniques for creating their own levels motivation, and to continue to
do this over time. Participants develop an ability to control and fuel their motivation as they
choose.
a fully motivated ‘go getting’ workforce
the drive to succeed
an appetite for change
adopt energising belief-systems and attitudes
challenge habitual behaviours and replace them with more useful behaviours
define emotional intelligence (EI) and its concepts
assess their own EI competencies and develop action plans
adopt energising belief-systems and attitudes
challenge habitual behaviours and replace them with more useful behaviours
deal effectively with new challenges, obstacles and setbacks
use a shared definition of a peak performer as a benchmark to monitor their performance
challenge their established negative mindsets and move towards the open positive
mindset that precedes productive outcomes
pro-actively manage memory, past experiences and mental self-talk
use juggling as a metaphor to define the critical success factors for learning new skills
and improving performance
be conscious of, and manage, their personal ‘resourceful state’
exercise choice over motivation levels and responses to events
create a more helpful response to problems, failure and rejection
make the fundamental attitude and motivation shifts needed for lasting changes in
behavior.

Module 2: Breaking Boundaries
Getting your people to believe in themselves
‘Breaking Boundaries’ eradicates the beliefs that limit performance and unleashes the vast
potential inside every individual.
The challenges
People, who lack confidence in their own abilities, fail to attain as much as their more
confident colleagues with similar skill levels. This can have disastrous consequences for the
bottom line.
The solution
‘Breaking Boundaries’ module shows individuals how to believe in themselves and their
capabilities, in order to give them true confidence.
a positive and resourceful ‘can do’ culture
the ability to achieve far more than previously anticipated
the opportunity to break new business boundaries
increase self-confidence - adopt a positive set of beliefs and attitudes as to their own
capabilities; adopt behaviours that reinforce confidence and self-belief; fully capitalise on
their existing skills; achieve far more than they thought they could.
analyse their own behaviour - recognise the powerful relationship between their
personal beliefs and their resulting motivation and achievements; become aware of how
their own positive or negative beliefs about the world greatly influences their responses
to challenge and change; question old belief sets and perceptions to determine whether
they empower or disempower in any given situation. This self-awareness enables
developing of emotional intelligence.
take control over their emotions - break away from powerful limiting beliefs and
preconceptions and make a conscious choice as to the ‘meaning’ they give to events
and circumstances; challenge entrenched and unhelpful ‘pain associated’ or ‘pleasure
associated’ beliefs that affect the decision to take or avoid action; create new ‘pleasure
associated’ beliefs that will lead to more productive behaviours.
create a winning identity - use imagination and a future focus to structure a winning
identity and a belief in ‘what’s possible’ rather than ‘what’s probable’; create a
memorable personal example of the outcomes that are possible through the power of
belief.

Module 3: Energised Action
Taking responsibility
‘Energised Action’ allows people to achieve a framework for success based on personal
responsibility and accountability.
The challenges
Many businesses are held back by people refusing to take responsibility for their own
actions. A culture where people avoid consequences and tend to blame others diverts
attention away from achieving.
The solution
‘Energised Action’ module enables individuals to develop a willingness to be self-led and to
accept responsibility for their own actions. It replaces a limiting ‘blame culture’ with a far
more productive culture of openness.
clear focus on achieving goals
ability to learn from mistakes and make changes for the better
successful strategies shared with others
be a responsible employee - take responsibility for the success of the organisation;
replace blame with common goals; adopt behaviours that capitalise on the team’s
capabilities
develop their own potential - clear personal direction, structured goals and progress
monitoring; readiness to change, adapt and learn new approaches; question personal
responses to problems and make a personal choice to take responsibility for finding
solutions
turn situations favorable for themselves - focus attention on the impact that language
can have on commitment; maintain a pro-active view of circumstances rather than a
reactive ‘victim’ stance; consider the shape, direction and energy involved in their
existing life and explore a more balanced approach as the key to success
benefit from role models and other team members - look for models of excellence
and best practice, and be prepared to ask those role models to share their knowledge,
skills and beliefs; encourage the team synergy needed to develop solutions beyond the
limitations of individual experience and expertise.

POWERFUL PRESENTATIONS
Captivating your audience
Duration: 2 days
‘Powerful Presentations’ enables even the most hesitant presenter the practical cutting edge
strategies to deliver world class presentations, and actively enjoy doing so.
The outcomes for this course are based on Unit Standard 242842: Plan and prepare for
an effective presentation (NQF Level 4; Credits 2) and Unit Standard 242840: Make oral
presentations (NQF Level 4; Credits 2).
The challenges
We believe that everyone is capable of being a powerful presenter. However, people are
often reluctant to stand up and present to others. Many presentation courses focus on
content and delivery, without properly addressing the underlying worries. This programme
helps to alter the mindset, so that presenters can be confident in being themselves.
The solution
‘Powerful Presentations’ solution has been developed to build on established presentation
techniques. This entertaining and impactful course focuses on creating the energy and
momentum required to make your audience take action.
Instead of teaching delegates the ‘techniques’ they already know, we focus on taking their
presentations to new levels. By changing their underlying beliefs, we enable each participant
to tap into their hidden talents in terms of the three core areas of confidence, performance
and method, whenever they need to.
competitive edge through highly effective and impactful presentations
confidence to present in any situation
harnessing the presenting potential of every individual
turn fears into empowering emotions
understand the importance of body language
use memory skills to allow presentations to flow without notes
connect with the audience through empathy and multi-sensory techniques
feel relaxed, focused and in control
use eye contact to connect and involve every member of the audience
sustain interest through stories and metaphors
use physiology and body language for increased impact
influence through persuasive language and language pat terns
ensure the audience avoids incorrect assumptions and conclusions
deliver sensitive information
deal with awkward questions while retaining rapport

COACHING FOR PERFORMANCE EXCELLENCE
Getting the most from your team
Duration: 2 days
Max: 15 delegates
‘Coaching for Performance’ transforms managers into successful team coaches who can
empower their people to work more effectively together.
This workshop is accredited by LG SETA (Accreditation Number: LGRS TUEEA 100818)
against Unit Standard 113909: Coach a team member in order to enhance individual
performance in work environment (NQF Level 3; Credits 5).
The challenges
People are often promoted to management on the basis of line function success rather than
team leadership record. Many managers underestimate the abilities of their team, so the
team underperforms. Management courses can provide the skills, but a manager’s
underlying beliefs and attitudes can sabotage their efforts.
The solution
‘Coaching for Performance’ solution uses focused participation to explore how effective
people-managers coach and develop successful teams. Participants are encouraged to
question their perceptions and beliefs about individuals and to structure feedback and
expectations in the context of future potential rather than past performance.
improved motivation and trust
increased job satisfaction
transformation of the workforce into a successful high performing team
manage people better - adopt new people-management behaviours; use a coaching
paradigm to constantly unlock individual potential; capitalise on the management skills
they have learned
develop effective coaching style - performance-focused and performer-centered
coaching style that encourages self-responsibility and independence; ability to assess
which is the right technique to choose for a particular individual and situation; exercise
caution when using coaching styles that tell, sell, give advice and thereby encourage
dependence
get people achieve results - spend time helping people clarify positive goals that will
lead to the commitment and ownership to achieve them; feedback that creates a
motivating learning experience; question-centered approach to clarify the learner’s reality
of each issue; encourage individuals to explore the options in order to develop a choice
of possible ways forward.

CRITICAL COMMUNICATION
Duration: 2 days
Max: 15 delegates
“Critical Communication” is a communications programme with a BIG difference. Going beyond
the simple mechanics of communication, the programme helps delegates turn conversations from
“critical” [fault-finding, expressing criticism] into “critical” [decisive, marking transition from one
state to another] conversations.
This workshop is accredited by Services SETA against Unit Standard 252027: Devise and
apply strategies to establish and maintain relationships (NQF Level 5; Credits 6).
The challenges
We often find that critical conversations are so frustrating or challenging that our
communication skills desert us, making us even less likely to achieve the crucial outcomes.
Whether in the Boardroom, in a Sales Meeting, in Customer Services, in an internal briefing… in
any interaction between people, Critical Conversations are attempted – or avoided - every hour of
every day. And the fact is that relationships succeed or fail – one conversation at a time.
The solution
This programme is about the vital business skill of being able to turn every conversation –
with even the most difficult of individuals- into an opportunity for growth and improvement.
handle sensitive issues and communicate bad news
turn every conversation into an opportunity to deepen the relationship
manage profound disagreements, when resolution is vital for the relationship or the business
shift the paradigm around “difficult people”. Tools for making relationships with difficult people
work
understand what makes conversations go off the rails. Strategies for rescuing these
conversations and for stopping them going off the rails in the first place
manage the emotions such as frustration, hurt, anger and fear that are part and parcel of
critical conversations
understand their own “emotional blueprint” and from this, an understanding of when they
need to speak up and when the need to shut up and listen.

POWERFUL NEGOTIATIONS
Duration: 2 – 3 days
Max: 15 delegates
“Building relationships” has somehow got translated into “Not maximising opportunities.” At
best this means being gentle on margins or hesitant about challenging the client. At worst it
means waiving fees or letting issues escalate through fear of damaging that all-hallowed rapport.
Being respected has become confused with being liked.
Being liked gets you a social life. Being respected gets you fees.
Our “Powerful Negotiations” program takes the “win-win” art of negotiating to an entirely new
level. It enables negotiators to feel confident and powerful in every negotiating context – no
matter how price sensitive the deal, how important the customer is, or how much personalities
mismatch. It raises awareness of a multitude of elements normally forgotten in the negotiation
process, and the personal power that they give the salesperson in negotiations.
Playing from a position of conviction, negotiators multiply the effect of their negotiating skills and
earn the respect – and the fees and profits – that they deserve.
Delegates will learn how to…
Walk in to every negotiation with conviction and self-assurance
Recognise the power they can always tap into, and how to use this effectively
Recognise, understand and make effective use of nonverbal and verbal behaviours in a
negotiation that strongly influence how others behave towards you
Build rapport with difficult people - quickly
Focus their attention on the variables they can control, rather than lose energy worrying about
things outside their control
Take advantage of the difference between what is valuable to them and what is valuable to
their customer
Effective negotiators know which behaviours they are using to influence the negotiations and
understand the advantages and disadvantages of using each behaviour
Feel confident and assured no matter what unexpected surprises happen as a negotiation
unfolds
Come across clearly and persuasively
Structure effective arguments
How to challenge whilst staying in rapport

LEADING WITH EMOTIONAL INTELLIGENCE
Improving performance and profitability through Emotional Intelligence!
Duration: 2 days
‘Leading with Emotional Intelligence” is a programme that enables leaders to put into practice the
techniques they’ve learnt the very next day.
Based on our unique tried and tested ‘mindset” methodology, which is constantly updated by
embracing leading worldwide research and best practice, this programme enhances business
performance by improving the emotional intelligence and therefore achievements of each
individual participating on the inspiring and exciting workshop, loved by many previous delegates.
This workshop is accredited with the Unit Standard 252031: Apply the principles and
concepts of emotional intelligence to the management of self and others (NQF Level 5;
Credits 4).
The challenges
Your workforce may have all the skills they need to deliver outstanding business performance.
Yet your organisation may not be reaching its true potential. This can often be traced to people’s
limiting beliefs and attitudes. It is well researched that emotional intelligence has impact on the
effectiveness of leadership, work relationships and ultimately work place productivity.
A Gallup Organisation study of two million employees at seven hundred companies found that
how long an employee stays at a company and how productive she is there is determined by her
relationship with her immediate supervisor….
“11 percent of employees who rated their bosses as excellent said that they were likely to look for
a different job in the next year. However, 40 percent of those rated their bosses as poor said they
were likely to leave.” From a study by Spherion and Lou Harris Associates
The solution
Our ‘Leading with Emotional Intelligence” programme refocuses people’s thinking and behaviours
in order to address your particular business objectives.
Through a fun and interactive process, delegates explore their own emotional intelligence, and
develop both awareness and skills that enable them to behave in a powerful and impactful
manner the very next day.
By utilizing the very best worldwide theories and methodologies, the right philosophy is cultivated
and the programme creates a supportive environment where participants can view change as an
opportunity rather than a loss. It encourages them to consider new ways of working, try new
approaches, question their perceptions of what is possible, and take action. A trademark of the
process is ease and simplicity.
improved business performance and profitability
better people-management
positive winning culture
increased competitive edge
successful Change Management
It takes more than just brains to succeed in life - one must also be able to develop and maintain
healthy interpersonal relationships. Taken from this perspective, emotional intelligence is nothing
new – D. Goleman

CreatingEngagement
2. Creating Engagement programmes
Fully engaged employees are more fulfilled and have a deeper emotional connection to their
work, colleagues and company. All this translates into a highly productive workforce and
positively impacts growth and the bottom line.
The Employee Engagement Surveys that The Human Resource Practice has conducted suggest
every time that supervision is one of the lowest performing dimensions. Many times people join
an organisation because of the organisation, but leave because of their manager. As employee
engagement is inextricably linked to corporate culture therefore organisation’s leaders have key
role to play in developing the culture, it is imperative that leaders on different levels have the
relevant awareness and skills to do so.
The Human Resource Practice has designed a set of Creating Engagement programmes based
on years of experience in adult learning, behavior change and engagement research. The
programmes strive to impact on leaders’ behaviour in turn impacting the culture they cultivate and
develop in their organisations.
The key features of the blended learning programmes are:
Developmental Assessments conducted before and after the programme to gauge the
progress, practice self-assessment and create openness for feedback.
Contact sessions with expert performance coaches to acquire knowledge and practice
new skills.
Coaching sessions to keep learning on track and provide individualized support for the
process.
Assignments to provide platform for skills practice, application and reflection.
Constant communication through email and online platforms to share relevant
information, prepare for contact sessions and provide prompt support as and when
needed.
Line manager involvement through updates, mentoring, feedback, involving them in
assignments.
Benefits of Employee Engagement
A greater sense of connectedness between employees and managers;
Increased resourcefulness amongst employees and purpose within the organisation;
Increased sense of job meaningfulness and possibly job satisfaction;
Line managers’ increased ability and skills to support and engage employees;
Employees full of energy and enthusiasm will be more likely to show commitment to the
organisation, cognitively and emotionally;
High levels of engagement amongst employees will promote the organisation as the
employer of choice;
Employees are more likely to commit to and stay in the organisation, and give their work
their best effort.
The programmes are designed for different levels of management:
Engaging Supervisors
Engaging Managers/Leaders

CreatingEngagement
ENGAGING SUPERVISORS
Duration: 6 contact days
Purpose
The purpose of this programme is to facilitate the transition from team player to team leader
within organisations by equipping the new team leaders with the ‘know- how’ of managing
the transition and the change in roles, understanding the role of a supervisor within the
organisation, understand principles of leading with emotional intelligence, setting team goals
and managing performance, and also understand the role of employee engagement and its
relationship to individual and team performance.
Unit Standards
This programme is accredited by the Services SETA against to Unit Standard 14467:
Describe and apply the management functions of an organisation (NQF Level 4;
Credits 10):
Describing the management activities involved in running a successful business.
Explaining the basic activities involved in the management process.
Identifying and explaining the main tasks required of managers.
Applying the decision making process to make a management decision.
Analysing the application of the general management functions in a selected
organisation.
Programme Outcomes
By the end of this programme each supervisor will be able to:
Understand the concepts of management and leadership in the organisation
Understand and analyse the organisation hierarchy and structures
Understand the different levels of management within an organisation
Understand the characteristics, role and competencies of a supervisor / manager
Manage the transition to supervisory level and change in roles
Apply principles of supervision / management
Understand the principles of leading with Emotional Intelligence
Strategically plan work, organise resources, lead and manage employees,
Understand key principles in leading teams and performance management
Communicate effectively, analyse job descriptions, KPAs, KPIs and IPAs
Effectively give feedback to teams and individuals
Manage and resolve conflict
Course Outline
Module 1: Management in Organisations
What is Management?
Management versus Leadership
Why it matters?
Organisational Hierarchy
Employee Engagement

CreatingEngagement
Module 2: Coping with Changing Roles to Management
Transitioning and adjusting to the new role
Relationship management
Assertiveness as a leader in the organisation
Module 3: The Supervisory Role
The role of a supervisor / manager
Strategically plan work
Organise resources
Lead employees
Manage employees
Motivating employees and incentives
Prioritizing and delegating
Module 4: Supervising with Emotional Intelligence
The impact of Emotional Intelligence in Supervision
Self-Awareness and Supervision
Social Awareness and Supervision
Emotional Intelligence Techniques
Communicating effectively as a supervisor
Module 5: Leading a Team
Conflict resolution
Developing team action plans
Team work
Managing Performance
Time management
Effective team and individual feedback
Module 6: Effective Disciplinary Procedures
Basic understanding of the Labour Relations Act regarding misconduct
Understanding various offences in the workplace
Verbal warnings, written warnings and final written warnings
The company disciplinary code
Setting clear rules and guidelines for employee behaviour

CreatingEngagement
ENGAGING MANAGERS/LEADERS
Duration: 10 contact days
Purpose
The purpose of the Engaging Managers programme is to build leaders’ Emotional
Intelligence (EI) and their engagement with their staff and the organisation in general. The
structure of the programme can be customised depending on the level of learners.
Unit Standards
This programme has an integrated assignment covering the following unit standards (if
needed):
Unit Standard 252031: Apply the principles and concepts of emotional intelligence to
the management of self and others (NQF Level 5; Credits 4)
Unit Standard 242821: Identify responsibilities of a team leader in ensuring that
organisational standards are met (NQF Level 4; Credits 6).
Unit Standard 252027: Devise and apply strategies to establish and maintain
relationships (NQF Level 5; Credits 6).
Course Outline
Module 1: Engaged Mindset (3 days) - prepares the emotional intelligence of the
managers both in terms of understanding and managing themselves, in order to understand
and engage with other people.
Understanding Employee Engagement
Emotional Intelligence
Personal Mastery
Relationship between beliefs, attitudes, behaviours and results
Perception of Self and others
Managing Diversity
Module 2: Engaged Relationships (3 days) - focuses on the connection between the
manager and other people by using enabling techniques to create engaged and strong
relationships. These can also be applied to other relationships within a unionised
organisation.
Engaging Communication
Dealing with difficult people and the Unions
Assertiveness
Relationship Management in a Unionised environment
Conflict resolution in a Unionised environment
Coaching and Mentoring
Module 3: Engaged Leadership (2 days) - explores the importance of using both
leadership and management roles to create a vision of the future, set goals and standards of
performance, and to give effective feedback.
Leadership and Management
Vision
Planning and goal Setting
Organising and delegation
Managing Performance
Giving feedback
Team effectiveness
Problem solving, Decision making, Innovation and creative thinking
Developing trust
Celebrating success

CreatingEngagement
Module 4: Engaged Organisation (2 days) – explores the competence of Negotiating Skills
and the function of Financial Management and how the engagement of Managers in these
areas of the business are critical to the success of the organisation.
Negotiations in the business world
The negotiation process
Negotiation strategies
Financial Management
Operational risks
Problem solving
Decision making
Innovation and creative thinking
Outcomes of the programme:
A deeper understanding of perception and the way one sees both oneself and others to
develop engaging relationships;
Excellent engaging practices such as enhanced communication, leadership and coaching
skills are implemented;
Meaningful and purposeful work for all to achieve both personal and organisational
objectives;
Connections are developed on numerous levels to enable performance and retention of
talented people.

CreatingEngagement
ENGAGING PERFORMANCE MANAGEMENT
Duration: 2 days
Overall objective of the two day course is to enhance the skills of leaders and managers in
an ever changing world of work, in order for them to manage performance and have a deep
quality of conversation with their people, which includes giving feedback, in order for the
organisation to develop a culture of constructive employee engagement.
Manage self to create engagement with people – a deeper understanding of perception
and the way one sees both oneself and others to develop engaging relationships.
Appreciate the world of work - how people can thrive and be engaged in an ever changing
environment.
Manage people better - adopt new people-management behaviours; capitalise on engaging
leadership skills they have learned.
Communication for full engagement - connections are developed on numerous levels to
enable performance and retention of talented people; handle sensitive issues and
communicate bad news; turn every conversation into an opportunity to deepen the
relationship; and manage the emotions such as frustration, hurt, anger and fear that are part
and parcel of critical conversations to enable a deep quality conversation.
Develop effective coaching style - performance-focused and performer-centred coaching
style that encourages self-responsibility and independence; ability to assess which is the right
technique to choose for a particular individual and situation; exercise caution when using
coaching styles that tell, sell, give advice and thereby encourage dependence; use a
coaching paradigm to constantly unlock individual potential.
Get people achieve results - spend time helping people clarify positive goals that will lead to
the commitment and ownership to achieve them; feedback that creates a motivating learning
experience; question-centred approach to clarify the learner’s reality of each issue;
meaningful and purposeful work for all to achieve both personal and organisational objectives;
encourage individuals to explore the options in order to develop a choice of possible ways
forward.
Embrace the full intention of a Performance Management System - set performance goals
and measures; formulate development plans; and monitor and evaluate performance.

3. Skills building programmes
The different layers in an organisation are accountable for different results. These results change
dramatically as one moves from layer to layer and therefore:
people need new skills,
people’s time has to be used differently, and
people must learn to value the new work.
Changing results requires changing:
Skill Requirements: New capabilities required to execute new responsibilities
Work Values: New beliefs about what is important - becoming the focus of effort
Time Application: New time frames - that govern how one works
Out skills building programmes are categorized based on the layers where people need different
types of skills.
Getting results through managers
Getting results through others
Getting results through personal effort

ManagingSelfprogrammes
A. Managing Self
PERSONAL MASTERY
Duration: 2 days
Purpose
The purpose of this workshop is that the leaders can understand the complexity of the world
of work and the impact on themselves and others. They will be able to apply different self-
management techniques such as time management and decision making skills.
Unit Standards
By the end of this workshop participants have achieved the following outcomes based on the
Unit Standard 10591: Conduct interpersonal management (NQF Level 6; Credits 6), to
which this programme is aligned:
Understand the changing world of work
Solve problems, manage conflict and make decisions in the workplace
Apply time management techniques
Define stress, identify it’s effects and develop ways to manage stress
Self-motivation techniques and ways to motivate others
Conduct verbal and written presentations
Plan and prioritise actions
Listening skills are discussed and practiced
Understand the effects that their body language can have in situations and on others
Target
The programme is applicable to all leaders. It facilitates social and economic development. It
also matches learners’ needs in terms of skills necessary to perform at leadership level.
Course Outline
Module 1: The world of work
Define business criteria to be successful
Critical management issues
What motivates people
Values
Performance appraisals
Module 2: Personal Management
Time Management
Manage stress
Verbal and written presentations
Effective communication
Conduct meetings
Johari’s window
Problem solving
Decision making

BUSINESS CALCULATIONS
Duration: 2 days
Purpose
Understanding numbers is vital to business. The purpose of this course is to show how easy
it is to become really adept at the most commonly used business calculations. It focuses on
practical, simple examples and it takes the user from basics, without assuming much prior
knowledge following a step-by-step approach. Through to an understanding of balance
sheets and income statements.
Target
The programme is applicable to all supervisors. It facilitates social and economic
development. It also matches learners’ needs in terms of the skills necessary to perform at a
supervisory level.
Course Outline
Module 1
Business graphs: How to use then correctly, how to avoid misleading graphs
Module 2
Understand how to calculate and use ratios and percentages
A toolkit of the most commonly used business calculations, how to understand and use
them
Module 3
Understand what the stock exchange is and how it works. Know how to calculate your
own portfolio of shares, and other business portfolios
Module 4
Understand the basics of financial statements being; Income statement, balance sheet
cash flow statement and financial ratio analysis
Module 5
Understand the basics of budgets and budgeting. Understand project evaluation
methods; understand the time value of money concept, NPV and IRR. Know when a
project is financially worthwhile and when it is not

FINANCE FOR NON-FINANCIAL MANAGERS
Duration: 2 days
Purpose
The aim of this course is to give participants an overview of the role of managers in
controlling financial resources.
Unit Standards
This programme is accredited by the Services SETA against to Unit Standard 117156:
Interpret basic financial statements (NQF Level 4; Credits 4):
Analyse the basic elements of an Income and Expenditure statement
Analyse the basic elements of a Balance Sheet
Compile a personal assets and liabilities statement
Use the evidence in Financial Statements to make a financial decision.
Outline
Module 1: Developing a Budget
The concept of budgeting in a business unit
Budgeting for a household
Budgeting in a business unit
Budgeting for a project
Consequences of an incorrect budget
Budgeting for business growth
Categories of business expenditure
Cash budgeting
Module 2: The Income Statement
The difference between accrual and cash accounting
Sales
Expenditure
Ratios looked at the income statement
Module 3: The Balance Sheet
Long term assets
Current assets
Debtors or accounts receivables
Long term liabilities or non-current liabilities
Current liabilities
Equity
Module 4: Balance Sheet Ratios
Liquidity Ratios
Gearing, leverage or level of borrowing
Return on equity
Working capital management ratios
The manipulation of ratios
Using working capital ratios in budgeting

CREATING WORK/LIFE BALANCE
Duration: 2 days
Purpose
Work/ life balance is essential to combat stress, ensuring both individual and company
success. The stress associated with unbalanced lifestyles is costly; it damages productivity
and increases Individual health risks. Employees who have the tools to balance their
professional and personal lives are happier, healthier, and more productive.
Unit Standards
This course is aligned to Unit Standard 117171 NQF Level 3, Credits 2
Reflecting on personal use of time in order to plan a balanced lifestyle.
Researching aspects of a balanced lifestyle and their relationship to productivity.
Investigating tools and techniques to manage time.
Applying knowledge of time management to enhance own productivity and lifestyle.
Course Outline
Module 1: Benefit of a healthy life
Increasing productivity and morale
Improving Mental and Physical Health
Balancing one’s purpose, spiritual,
mental & emotional self
Become proactive rather than reactive
Translating long term goals into daily
rituals
Module 2: Signs of an Imbalance
Identifying health risks
Absenteeism, Engagement and
Burnout
Managing stress
Module 3: Using Employer Resources
Managing your manager
Keeping in control/ Using suggestions
Discovering Employer assistance
interventions and rewards
Power of delegation
Module 4: It’s all about time
Urgent/important Matrix
Learn to Say No/ Stay Flexible/ 80/20
Rule
Module 5: Goal Setting
The three P’s/ Smart goals /
Visualisation
Prioritising your Goals
Maintaining your life balance
Module 6: Optional Ways to Work
Telecommuting/ Job Sharing/ Job
Redesign
Flexi-time / Working from home;
setting boundaries and dealing with
distractions
Module 7: Whilst at work
Leaving Home stress at home
Break up Large tasks/ Delegate
Set realistic goals, giving updates and
feedback
Module 8: Whilst at home
Leaving work stress behind and turn
phone off
Me time / Transition time
Maintain your boundaries
Module 9: Managing Stress
Eating well
The psychological effect of food
Recommendations for healthy eating
Types of exercise
Physiological effects of exercise
Psychological effects of exercise
Sleeping and getting enough sleep
Self-assessment
Creating a personal stress
management plan
Module 10: Putting it all together
Creating a personal management plan

STRESS MANAGEMENT
Duration: 2 days
Purpose
To identify and develop the necessary skills and mechanisms needed to cope with personal
stress for future success.
Unit Standards
This course is aligned to Unit Standard 244589: Identify causes of stress and
techniques to manage it in the workplace (NQF Level 3; Credits 2):
Explain stress and its role in daily living.
Explain different ways in which people react to stress.
Identify stressors in the workplace and their relationship to work performance.
Identify stressors related to home and the greater environment.
Investigate techniques to manage stress in the workplace.
Course Outline
Module 1: The nature of stress
Stress and the stress response
Types of stress and stressors
The General Adaptation Syndrome
Stress management
Self- Assessment
Module 3: The psychology of stress
Stress theorists
Stress emotions
Stress personalities
Self-Assessment
Module 5: Stress and life style
Aspects of nutrition
The psychological effect of food
Recommendations for healthy eating
Types of exercise
Physiological effects of exercise
Psychological effects of exercise
Self-assessment
Creating a personal stress management
plan
Module 2: The Physiology of stress
The nervous system
The endocrine system
The immune system
Stress and disease
Self-Assessment
Module 4: Coping mechanisms
The proactive model
Time management
Assertiveness communication skills
Conflict management
Creative problem solving
Relaxation techniques

BUSINESS WRITING WITH REPORT WRITING
Duration: 2 days
Purpose
This programme trains participants to follow a process in writing to customers, internal and
external. It is intended to promote clear, unambiguous communication in plain language and
to improve the participant’s ability to effectively deal with difficult interactions and build strong
relationships. The learner will gain knowledge and skills needed to write professional reports,
proposals and other business documentation quickly and expertly.
Unit Standard
This course is accredited by Services SETA against Unit Standard 12153: Use the writing
process to compose texts required in the business environment (NQF Level 4; Credits
5).
Generic Content
Module 1: Determining objectives
Test reason for writing report
Determine outcome to be achieved
Determine research / information required
Determine target audience and style of report
Module 2: Structure of report
Select Format / Structure of report
How to achieve “flow”
Where to apply level of detail and where not
Link objective to outcome
Module 3: Writing process
Focus on content: main points and supporting detail
Draft the first text to collate information
Appropriate language, style and tone
What language and words not to use
Use of persuasive techniques
Build credibility
Do’s and don’ts of report / proposal writing
Grammar, use of spell check, etc.
Critical review of examples of business reports
Module 4: Polishing and Editing
Polishing Checklist
Proofreading for grammar and spelling
Evaluate content for correct information
Assessing and improving style and tone
Editing and correcting
Module 5: Delivery and evaluation and follow-up
Medium of delivery
Follow-up principles
Evaluate whether outcome achieved
Filing and data management

TIME MANAGEMENT - IT’S ABOUT TIME’
Duration: 2 days
Purpose
“It’s about Time” – our time management programme helps people to improve the quality of
their time usage by focusing on results, not activities.
Unit Standards
This course is accredited by Services SETA against Unit Standard 15234: Apply efficient
time management to the work of a department/division/section (NQF Level 5; Credits
4)
Identify time management profiles
Understand the principles of time management
Draw up time efficient work plans to carry out department/division work functions
Implement time efficient work plans
Course Outline
Module 1: Prioritizing ones work
Personal performance contract and key result areas
Organise, so one can execute around the priorities
Become proactive rather than reactive
Translating long term goals into actionable tasks
Module 2: Time wasters & Speed bumps
Identify personal time wasters
Managed time wasters for more effective performance
Procrastination
Be more assertive rather than passive
Eliminate speed bumps to create space for the important
Order your life to have systems rather than piles
Discipline to do what you must rather than what you want
Module 3: Effective Time Planning
Conquering overload and stress to focus on value
Time planning techniques such as concentration and time mastery focusing on quality
rather than quantity
It is for your benefit
Power of delegation
Time Savers
Module 4: Self analysis and planning
Vitality in taking care of yourself
Maintaining your life balance
Training Methodology
The training is very experiential, fun and interactive. It uses techniques of accelerated
learning that even the most sophisticated or simple of learner enjoys and gains from the
experience.
The programme is fast moving and life challenging.
The methodology makes use of facilitated discussion, self-discovery, video clips, and self-
assessments.

PROBLEM SOLVING & DECISION MAKING
Duration: 2 days
Purpose
The purpose of the workshop is for the learners to identify their role in managing time,
solving problems and making decisions. Learners will learn many different techniques and
utilize a number of them through this workshop.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 252026: Apply a
systems approach to decision making (NQF Level 5; Credits 6)
Applying critical and analytical skills to analyse an issue or problem.
Engage with stakeholders in analysing the issue/problem and developing solutions.
Selecting feasible solutions through a systems approach.
Formulating and communicating the decision.
Target
The programme is applicable to all employees. It facilitates social and economic
supervisory level.
Define a problem.
Investigate the problem.
Generate problem solutions.
Implement problem solution.
Evaluate the effectiveness of the solution.
Explain the decision-making process.

PERSONAL DEVELOPMENT
Duration: 1 day
Purpose
To display the skills necessary for effective personal planning, display an understanding of
assertiveness, for the learner to be able to identify positional competencies, gaps and how to
address them
Unit Standards
By the end of this course participants should have achieved the following objectives based
on Unit Standard 120308: Apply knowledge of self in order to make a personal
decision (NQF Level 2; Credits 3), against which this is aligned:
Demonstrate knowledge and understanding of self as a unique individual.
Demonstrate understanding of self in relation to different environments.
Use a variety of strategies to deal with life situations.
Make an informed life decision based on self-knowledge.
Target
supervisory level.
Course Outline
Module 1: Responsibility and
Accountability
How to delegate
What a supervisor does
Module 2: Intrapersonal Differences
How people differ in respect of abilities,
personality, and perception
Factors of intelligence
Perception
Interpersonal perception and attribution
tips for managers
Module 3: Feedback
How to give feedback
Criticism
Listening
Module 4: Attitude
Attitude
Self-esteem and values
Locus of control
Policies and plans
Competence
Individual SWOT analysis
Competence gaps
Module 5: Personal and Group
Management Techniques
Time Management
Decision Making and Problem Solving
Goal Setting
Assertiveness and Behavioural Styles
How to develop a CV

INTERPERSONAL SKILLS
Duration: 2 days
Purpose
This two day course is for people who need to understand interpersonal behaviour to assure
high standards of interpersonal conduct in the workplace. Through a process of
understanding oneself and others, people are able to understand different social styles, and
change their behaviour to develop enhanced interpersonal skills and relationships.
Unit Standards
The workshop is not aligned to a Unit Standard; however by the end of this workshop
participants will have achieved the following outcomes:
Appreciate how people differ in respect of ability, perception, attitudes and personality,
Describe how personality can influence an individuals’ behaviour within an organisation,
Understand the process of interpersonal perception,
Start developing your own interpersonal and communication skills,
Understand how communication works, and how one can use social styles to enhance
one’s interpersonal communication,
Practice what has been learnt.
Course Outline
Module 1: Understanding Interpersonal Skills
Thinking about Interpersonal Skills
Understanding people and yourself
Module 2: Interpersonal Perception & Communication
Perceptions – understanding the facts
Communication
Module 3: Understanding Social Styles
Definition of a Social Style
Dimensions of Social Styles
Shared behaviour
Social Styles under stress
Determine your style
Adapting your style
Comprehensive Social style Assessment
Module 4: Integrating Interpersonal Skills
Courage and Consideration
Developing your communication skills
Consider all the versions of the truth
Consider all positions of the situation
Putting into practice

NEGOTIATION SKILLS
Duration: 2 days
Purpose
At the end of this workshop, the learner will be able to: Negotiate and reach agreement on
matters relating to work situations.
Unit Standards
This workshop and course is aligned to the following outcomes based on the Unit Standard
13948: Negotiate an agreement or deal in an authentic work situation (NQF Level 4;
Credits 5).
Explain the need for negotiation skills in business
Explain the steps in the negotiation process
Apply the steps in the negotiation process to an authentic work situation
Explain strategies that could be used in negotiation
Course Outline
Module 1: The need for negotiation skills in the business world.
Why negotiate?
Areas of negotiation
Module 2: The negotiation process
The negotiation steps
Why negotiations fail
The negotiator’s skills
Module 3: The Nuts and Bolts of Negotiation Process
Charting the process
Positional negotiations
Assessing the negotiation partner
Presenting a winning proposal
Key points to the proposal
Probing the negotiating partner
Identifying common areas
Reaffirm agreement areas
Analyzing the outstanding areas
Closing the negotiation
Module 4: Negotiation Strategies
Delaying tactics
Breaking the deadlock
Closing techniques

ManagingOthers’programmes
B. Managing Others
LEADERSHIP PHILOSOPHY
Duration: 2 days
Purpose
This workshop aims to provide the participant with insight into leadership and the skills
necessary to be an effective leader. How to make a difference between a manager and a
leader and how to lead people within the organisation.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 242824: Apply
leadership concepts in a work context (NQF Level 4; Credits 12):
Explain the concept of leadership.
Differentiate between the concepts of leadership and management.
Apply leadership techniques to individuals and teams within the work context.
Evaluate the impact of the leadership techniques applied.
Course Outline
Module 1: What is Leadership?
Definitions
What makes a good leader?
Why is Leadership important?
Great Man/Woman Leadership Theory
Trait Leadership Theory
Behavioural Theories of leadership competencies
Module 2: Exploring Leadership
Leadership versus Management
Types of leadership
Other Leadership Styles
Theory of Leadership Pipeline
Authority versus power
Module 3: Leadership self-reflection
SWOT analysis of self
Rate yourself
Leadership Pipeline Analysis
Module 4: Leadership Action Plan
Building on your strengths
Leadership Development Plan

LEADERSHIP PRINCIPLES
Duration: 2 days
Purpose
The purpose of the programme is to introduce participants to basic business management
principles whilst behaving like a leader. This will enable them to lead their teams toward the
achievement of their objectives.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 242818: Describe
the relationship of junior management to other roles (NQF Level 4; Credits 5):
Explain the relationship between the type, ownership, size of an organisation and its
management structure;
Explain the relationship between various management roles.
Course Outline
Module One: Organising the Organisation
What is an organisation?
Ownership of the organisation
Authority, responsibility and accountability
Organisational Shapers
Types of organisational structure
Module Two: Relationships & Roles of Management
Managers everywhere
Role of the manager
Organisational Functions
Factors of Production of a Product or a Service
Module Three: Planning to meet Objectives by Managing People
The planning process
Planning chart
Module Four: Getting things done without getting done in
Delegation
Trusting employees
A Delegation Plan
Module Five: Coordinating for results

PEOPLE MANAGEMENT
Duration: 2 days
Purpose
The purpose of this workshop is to provide leaders with skills and an understanding of
managing human resources within an organisation.
Unit Standards
This course is aligned to the following outcomes based on the Unit Standard 116367:
Apply basic human resources practices (NQF Level 6; Credits 8)
Understanding legislative requirements
Managing the careers of service staff
Developing professional teams
Meeting people requirements
Course Outline
Module 1: Basic Principles of Human
Resource Management
Definition of Human Resource
Management
HRM requirements
Motivation
Identify what people want from work
Module 3: Employment
Legislation relevant to recruitment and
selection
Sources of recruitment
Induction process
Module 5: Legislation
- The Occupational Health and Safety Act
- The Compensation for Occupational Injuries
and Diseases Act
- The Employment Equity Act
- The Basic Conditions of Employment Act
- The Unemployment Insurance Fund Act
- The Labour Relations Act
- The Protected Disclosures Act
Module 2: Functional areas of HRM
Understanding of organisational and
job design
Job analysis
Job description
Module 4: HR administration
Define principle policy areas required
Policies to be developed in these
areas
Module 6: Human Resource
Development
Role of training in the organization
Key parts to learning
Link the Skills Development Act to
training

CONSTRUCTIVE CONFLICT
Duration: 2 days
Purpose
The purpose of this module is to teach people how to achieve win-win situations when
conflict arises.
Unit Standards
The outcomes for this course are based on Unit Standard 9533: Use communication
skills to handle and resolve conflict in the workplace (NQF Level 3; Credits 3)
Define conflict in terms of different causes.
Explain how relationships and emotions affect conflict.
Discuss value systems and their relationship to conflict.
Explain conflict manifestations and related to the work environment or general business
environment.
Utilise the process of conflict transformation from naming to blaming to claiming is
discussed
List formalised structures and processes for conflict resolution e.g. NEDLAC, CCMA,
bargaining councils, workplace forums etc.
Target
supervisory level.
Course Outline
Module 1: Conflict Defined
Definition of conflict
Influences on conflict
Problem and solution
Methods of communications and barriers
Listening
Values
Identify own value systems
Causes and manifestations of conflict
Behaviours related to conflict
Conflict path
Transformation of conflict
Module 2: Resolution
Routes to resolution
Structures and processes for resolution
Management styles
Link management styles to conflict
Bargaining
Centralised and decentralised bargaining
How to facilitate and manage conflict
What is CCMA

OPERATIONS MANAGEMENT
Duration: 1 or 2 days
Purpose
The purpose of this workshop is that leaders have an overall understanding of operations
management that they are able to apply to their workplace whether it is an office or
manufacturing environment.
Unit Standards
This workshop is based on the following outcomes based on Unit Standard 10597:
Implement operational management principles and techniques (NQF Level 6; Credits
8)
Discuss the importance of operations management in the organisation and the input-
transformation-output model.
Define and elaborate on operations planning and control
Explain buffering, smoothing and geographic dispersion
Identify and explain the different types of operation in terms of volume, variety, variation
in demand, customer contact
Identify and explain the various performance objectives, e.g. quality, speed, cost,
dependability, flexibility
Describe process design and implementation
Describe process types e.g. volume-variety, layout and flow
Recommend design decisions to be made
Explain and balance the layout of process -precedence diagrams and stages
Define ergonomics and explain how it is applicable in the specific workplace
Target
Course Outline
Module 1
Transformation process
Definition of buffering
Types of buffering
Measures to differentiate types of
operations
Module 3
Load work
Sequence work
Plan and control capacity
Plan and control inventory
Total Quality Management
Project management techniques
Module 2
5 performance objectives
Design process
Process types
Cycle time
Calculate stages
Balance the layout
Ergonomics

CHANGE MANAGEMENT FOR CHANGE AGENTS
Duration: 2 days
Purpose
The purpose of this workshop is to introduce learners to change management principles and
methods, to identify the phases of change, ways of facilitating change and overcoming
obstacles thereof and to learn how to manage change.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 15214: Recognise
areas in need of change, make recommendations and implement change in the team,
department or division (NQF Level 5; Credits 3)
Recognising areas in need of change;
Making recommendations for change
Implementing change.
Target
The programme is applicable to all people involved in change such as leaders, change
agents, middle managers, employees, change management units, and transformation
steering committees.
Course Outline
By the end of this workshop delegates will be able to:
Develop a general understanding of organisational change management and its supporting
processes;
Prepare the organisation environment for change which includes scoping the change, aligning
leadership, assessing risk and readiness, diagnosing current state including attitude and
climate/culture assessment, and determining the desired future and the business case;
Set up project governance structures, identify change agents, develop a road map, initiate
communication processes;
Manage transition including helping people to respond positively to change, and deal with the
process of change, including emotional responses and resistance, introducing support
structures, managing organisational dynamics relevant to change, start the behaviour
change;
Implement an effective change management process to maintain momentum, align
organisational processes to support the desired future, pilot the change, introduce quick wins,
new key result areas and new behaviours.

PROJECT MANAGEMENT
Duration: 2 days
Purpose
The purpose of this workshop is to enable participants to understand the terminology used
and interpreting and explaining fundamental concepts of project management. It will also
give participants an overview of the entire project management process, as well as key
project management tools that they can use every day.
Unit Standards
The programme is accredited against Unit Standard 120 384: Develop a Simple
Schedule to Facilitate Effective Project Execution (NQF Level 4; Credits 8). The
qualifying delegates will be capable of:
Identifying, explaining and describing the purpose and process of scheduling project
activities.
Defining and gathering project activities from technical experts and within own field
expertise.
Developing a simple schedule for a project or part thereof.
Target
Course Outline
Module 1: The Fundamentals
Project Management Methodologies
Approaches to Project Management
Characteristics of a project
Project work and operational work
Structures of a project
Project types
Module 2: Project Planning
Project Management process
Project Management goals
Initiating a project
Business case
Developing a project plan
Setting SMART goals
Create Programme schedule
Module 3: Stakeholder Management
Why manage stakeholder relationships
How to manage stakeholder relationships
The communication plan

Module 4: Risk Management
Risk management
When to use a Risk Management Process
Implement risk actions
Risk roles
Risk documents
Risk plan
Risk quantification
Module 5: Quality Management
Quality management
Definition of Quality
Concepts of quality management
Key product quality criteria
Module 6: Project Implementation
Project management tools
Custom house construction project plan
Project Execution
Controlling work in progress
Monitoring performance
Meetings
Taking corrective actions
Providing feedback

HIV/AIDS AWARENESS AND MANAGEMENT
Duration: 4 days
Purpose
The aim of the course is to reduce stigma around the disease; equip participants with the
skills and knowledge so that they can train and educate members of their
community/workforce on this disease, what it is, how to prevent it, and how one contracts it.
Unit Standards
This workshop is aligned to the following outcomes based on Unit Standard 13915:
Demonstrate knowledge and understanding of HIV/AIDS in a workplace, and its
effects on a business sub-sector, own organisation and a specific workplace (NQF
Level 3; Credits 4)
Know and understand HIV/AIDS and its effects on the human immune system
Know and understand how HIV/AIDS is transmitted
Know what behaviour is safe and what behaviour carries the risk of HIV transmission
Know what guidelines and assistance are available to support workers with HIV/AIDS
Know and understand the implications of the HIV/AIDS pandemic
Course Outline
Module 1: Basic HIV/AIDS education
Module 2: Essential Aspects of a Successful Workplace Program
Elements of concern to both employer and employee
Responsibility of managers, supervisors and employees
Principles for developing policies
Module 3: Development of Policies & Laws around HIV
Developing policies for the company, legal issues
Module 4: Human Resource Issues
Management of staff with HIV
Testing for HIV in the workplace
Employee benefits
Module 5: Prevention Programs in the Workplace
Examples of successful programs
Awareness program, education programs
Universal precautions; condom distribution
Module 6: Monitoring & Evaluation of the program
Module 7: Conclusions & Special issues

PERFORMANCE MANAGEMENT
Duration: 2 days
Purpose
The purpose of this workshop is to provide leaders with an understanding of the importance
of performance goals and standards and skills to managing the performance of their
subordinates.
Unit Standards
This workshop has been accredited by Services SETA against Unit Standard 11473:
Manage Individual and Team Performance (NQF Level 4; Credits 8)
Set performance goals and measures.
Formulate development plans
Monitor and evaluate performance
Target
Course Outline
Module 1: Why manage Performance
History of performance
What influences performance
Psychology of performance
Performance management system
Difference between performance management and performance appraisal
Module 2: Setting Goals and Measures
Goal setting
Factors that influence effectiveness of goals
Module 3: Monitoring and Evaluating Performance
Evaluation techniques
Why performance appraisals matter
How to succeed at the assessment session
Rating performance
Leadership style of the performance session
Module 4: Managing Performance Outcomes
The causes of performance failures
Managing the poor, the good and the excellent performer
Values and performance
Module 5: Developing Development Plans

INDUSTRIAL RELATIONS
Duration: 2 days
Purpose
The purpose of this workshop is to provide supervisors with an understanding of Industrial
Relations and the relevant legislation, policies and procedure that impact on the workplace
and the skills to conduct Industrial Relations procedures.
Unit Standards
By the end of this workshop, the following outcomes should have been achieved based on
Unit Standard 13952: Demonstrate basic understanding of the Primary labour
legislation that impacts on a business unit (NQF Level 4; Credits 8)
Identify the legislation that regulates employment issues
Demonstrate understanding of the main aspects of the Labour Relations Act
Explain the requirements of the LRA in respect of interviews
Demonstrate understanding of aspects of the Basic Conditions of Employment Act
Demonstrate understanding of the Employment Equity Act (EEA) as it applies in a
business unit
Demonstrate understanding of the Skills Development Act and Skills Development
Levies Act
Target
supervisory level.
Course Outline
Module 1: Industrial Relations
Define Industrial Relations
Explain the tripartite relationship
Understand and Conduct Disciplinary procedures
Understand and Conduct Grievance Procedures
Module 2: Levels of Engagement
Explain how the Department of Labour and Department of Education are linked
Demonstrate an understanding of level of engagement in the labour relationship
Explain how different groups exist within the labour relationship
Describe a contract of employment
Differentiate between different types of employee agreements

EMPLOYEE RELATIONS
Duration: 2 days
Purpose
Participants will be able to identify and meet requirements of policies and procedures;
participate and interact with forums; identify structures and their roles; and identify rights and
obligations of employers and employees in their industry.
Unit Standards
The following outcomes of this course is based on Unit Standard 116446: Maintain
positive employer/employee practices (NQF Level 3; Credits 3)
Identifying and meeting policies and procedures
Participating and interacting with forums
Identifying structures and their roles
Identifying rights and obligations of employers and employees
Course Outline
Module 1: Current company policies and procedures
Grievance procedures and their application
Dispute procedures and their enforcement
Discipline procedures and their application
Dismissal procedures and fairness
Basic Conditions of Employment Act and relationships
Recognition agreements within the collective bargaining scenario
Laws of Contracts and related agreements
Module 2: Participating and interacting with forums in the workplace
Workplace forum
Skills Development Forum
Employment Equity Forum
Employee Wellness Forum
Health and Safety Committee
Module 3: Important Structures and their purpose
The Principle of Freedom of Association
The CCMA
The Industry Bargaining Councils
The Labour Courts
The Labour Appeal Court
NEDLAC
SETAS
Employee Benefit Administrators
Module 4: Rights and Obligations
Law of Contract
The BCEA
The Labour Relations Act
Collective Agreements

LEADING TEAMS
Duration: 2 days
Purpose
The aim of this workshop is to enhance participants’ ability to work in a team and to make
teamwork in the organisation more effective. The workshop is intended to assist participants
in identifying key leadership qualities and skills and to utilize these to facilitate teamwork in
the organisation.
Unit Standards
This workshop is accredited by Services SETA against 2 Unit Standards with some
alterations in workshop focus and level:
1. Unit Standard 13912: Apply knowledge of self and team in order to develop a
plan to enhance team performance (NQF Level 3; Credits 5)
Demonstrate knowledge and understanding of self as a worker in a specific work
position;
Identify own role in an organisation;
Use a variety of strategies to deal with potential conflict in a team or group ;
Demonstrate knowledge and understanding of the dynamic within a specific
group;
Develop a plan of action to enhance the performance of a team.
2. Unit Standard 252037: Build teams to achieve goals and objectives (NQF Level
5; Credits 6)
Demonstrate knowledge of and insight into the theory of teams and the
importance of teams in workplace activities;
Apply the theory of teams to team dynamics;
Explain the process of building teams;
Analyse the role of team leader in promoting team effectiveness;
Evaluating the effectiveness of a team and propose ways to improve team
effectiveness.
Fostering teamwork in the organisation
Competent and empowered team leaders
More team-like attitude and environment on the job
People are able to assess their competency in fostering or demonstrating teamwork
Evaluate the current level of teamwork occurring within their team
Identify the structure and purpose of a wide range of teams
Identify the stages of team development
Describe the benefits of effective teamwork, the factors that contribute to it, and the factors
that hinder its development and implementation
Identify the key behaviours associated with fostering teamwork
Demonstrate and explain the influence of organizational structure on team members and
team
Improve skills in fostering teamwork through use of simulation team experiences
Develop an action plan for transferring skills to the job

EXPLORING DIVERSITY
Discovering the Hidden Opportunities
Duration: 2 days
Purpose
At the end of this workshop, the learner will be able to: Lead/manage teams of diverse
background without bias.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 252043: Manage a
diverse work force to add value (NQF Level 5; Credits 6).
Demonstrating knowledge and understanding of diversity in the workplace.
Demonstrating understanding of the reality of diversity and its value in a unit.
Managing team members taking into account similarities and differences.
Dealing with disagreements and conflicts arising from diversity in a unit.
By the end of the day participants are able to:
Understand the concept of differences and diversity
Highlight the problems that arise out of diversity
Apply mindset methodology to diversity by challenging beliefs
Break down typical stereotyping
Begin to understand traditions and develop tolerance for difference
Improve communication skills
Discover the hidden opportunities of diversity
Establish the code of conduct
Course Outline
Module 1: Why Diversity Management?
What is diversity?
Why should we be concerned?
Diversity mindset
Prevailing stereotypes
Module 2: The “isms” at work – race; sex; nationality
Confronting the issues
Module 3: The impact of discrimination on individuals
Tolerance and traditions
Module 4: Overcoming discrimination
Improving diversity skills
The process towards Celebrating Diversity
Cementing the relationship

EFFECTIVE MEETING SKILLS
Duration: 1 or 2 days
Purpose
At the end of this workshop, participants will be able to plan and conduct effective business
meetings within their departments/business units.
Unit Standards
This programme is aligned to the Unit Standard 243951: Plan and conduct a meeting
(NQF Level 4; Credits 4).
Plan and prepare for a meeting
Chair and facilitate a meeting
Check minutes and address urgent issues.
Course Outline
Module 1: Meeting procedures
Notice; Agenda; Venue; Time
Chairing and facilitation
Recording proceedings
Keeping records and follow-up
Module 3: Leading from the chair
Introducing the item
Seeking support for item
Summarising and concluding
Making decisions
Module 5: The need for a meeting
Type of meeting
Stakeholders identification
Date; time and venue
Agenda compilation
Notification
Module 2: Making decision at the
meeting
Why decisions
How to make decisions
Module 4: Meeting procedure
Identification of issues
Determining the right forum to
address issues
Calling the meeting
Module 6: At the meeting
Procedure and protocol
Record, inform and follow-up

MENTORSHIP
Duration: 2 days
Purpose
This programme is aimed to provide mentors and mentees with the foundations of both the
theory and the practicalities of a mentoring relationship, which can result the formalization of
a contract with each other.
Unit Standards
This programme is aligned to Unit Standard 114215: Mentor a colleague to enhance the
individual’s knowledge, skills, values and attitudes in a selected career path (NQF
Level 4; Credits 3), which has the following outcomes:
Explain the concept of mentoring.
Describe the characteristics of a good mentor.
Explain the importance of knowledge in mentoring.
Apply the skills and techniques required of a mentor
Course Outline
What is Mentoring?
Characteristics and Qualities of a Mentor
The difference between a mentor, counsellor, trainer, therapist and a coach?
Why Do It? Why is an effective tool?
What are the roles and responsibilities of the mentor and the mentee
The benefits to Mentors
The benefits to Mentees
Elements and rules for the relationship – roles and responsibilities
Examining one’s strengths and weaknesses.
Matching Mentors and Mentees
Designing a personal development plan or contract of Mentorship
Communication between Mentors and Mentees
Developing Interpersonal communication skills
Models of Mentorship
Characteristics of a Mentee
Consequence of mismatched relationships
Questioning as a tool mentoring
Relationships, dynamics and personality aspects using the Enneagram
Designing a mentoring plan
Giving feedback on progress.
Ending a relationship

INTERVIEWING SKILLS
Duration: 2 day
Purpose
The purpose of the programme is to prepare staff members to interview candidates to
select the right talent for their organisation, so that all interviews are fair and within the South
African legal framework, and so that the right people are brought into meet the organisation’s
objectives.
Unit Standards
Prepare and conduct staff selection interviews (NQF Level 5; Credits 3)
Document staff selection procedures
Advertise for and shortlist candidates for selection interview
Conduct selection interviews and make employment decision
Conclude contract with successful candidate and notify unsuccessful candidates
Course Outline
Module 1: Legislation relevant to Interviewing candidates
Relevant South African legislation in terms of recruitment, selection, interviewing
Fairness and equity
Module 2: Interviewing applicants for selecting Talent
How to conduct interviews
Competency based interviewing process
Questioning techniques

RECRUITING TALENT
Duration: 2 days
Purpose
The purpose of the programme is to prepare staff members to recruit and select talent for
their organisation, so that all processes are fair and within the South African legal
framework, and so that the right people are brought in to meet the organization’s objectives.
Unit Standards
Recruit and select candidates to fill defined positions (NQF Level 4; Credits 10)
Plan and prepare for recruitment and selection
Recruit applicants
Select staff
Course Outline
Module One: Legislation relevant to Recruitment and Selection of candidates
Relevant South African legislation in terms of recruitment and selection process
Emphasis on fairness and equity.
Module Two: Preparing for recruitment and selection process
Inherent requirements of the job
Key Performance areas
Collecting job information
Person specifications
Organisational culture issues
Preparation for the recruitment process
Module Three: Recruitment of Applicants
Advertising
Recruitment and Search agencies
Response handing
Internal recruitment
Application forms
Use of the internet
Recent trends and best practice in recruitment
Module Four: Selecting and rejecting of applicants
Panel and one-on-one interviews
Forms of reference checks
Additional selection techniques
Rejection techniques

THE ART OF FACILITATION PROGRAMME
Duration: 2 days
Programme Overview
The Art of Facilitation programme is a dynamic two-day path to mastering the approach,
competencies and techniques necessary for becoming an accomplished Facilitator. The
workshop provides an in-depth understanding of Facilitation as a practice, its application
across disciplines and the benefits to be realised from its use. As a participant you will
develop key Facilitation skills and competencies as well as a diverse range of techniques to
make meetings, workshops and courses interesting, energetic and purpose-driven. You will
also gain meaningful insights into your power and responsibility as a Facilitator.
Unit Standard
By the end of this course participants have achieved the following objectives based on Unit
Standard 110508: Demonstrate and apply knowledge and understanding of the
concept of facilitation and a range of facilitation skills (NQF Level 5; Credits 6)
Discuss the meaning of the concept of facilitation.
Identify and explain the key concepts in facilitation.
Identify and discuss the key behaviours of an effective facilitator.
Facilitate a project meeting.
The Challenge
The phrase “If you don’t know where you’re going, any road will get you there” often comes
to mind when in a meeting or workshop that is unstructured and seemingly a waste of time.
Equally frustrating is the lack of a shared objective amongst participants and when
disinterest, own agendas etc. reign. Situations such as these are costly in terms of time and
money and also serve to demotivate, frustrate and under-achieve. Lengthy decision-making
processes on projects and in business also result in slower response to market and
customer needs.
The Solution
Collaboration and purpose are cornerstones of significant achievement. They provide
meaning and ownership to community and organization goals and objectives, and contribute
to rapid, focused achievement. They are also central to the art and practice of Facilitation.
Getting all the right people in one place at the same time for a specific objective is in itself an
achievement, but facilitating the group to stay on track, interested and on purpose, is an art.
Facilitation is designed to achieve results within a compressed time-frame through
cooperation, purpose and participation. The Facilitator focuses on the process and ensures
that unproductive or sabotaging patterns are effectively managed, thereby creating an
environment for participants to focus on the content. The net effect is that group purpose is
achieved in a shorter time and there is shared ownership of decisions and intention to
progress as a team.
Programme Outcomes
The outcomes of programme include:
Understand the concept and context of Facilitation as a practice
Develop core Facilitation skills and competencies
Understand the dynamics of groups
Develop communication and questioning skills for empowering
Know the tools and techniques for transforming events
Understand how to prepare for, design, manage and review facilitated events
Understanding the roles and responsibilities in facilitated events
Develop skills for managing difficult behaviours and situations
Develop skills for taking care of and managing yourself as the Facilitator

ManagingManagers’programmes
C. Managing Managers
TRANSFORMATIONAL LEADERSHIP
Duration: 2,5 days
Purpose
This workshop aims to provide senior managers with a variety of insights into leadership, the
difference between management and leadership and to explore a number of
transformational theories.
The exploration of leadership concepts and insights leads to an evaluation of the
participants’ own perception of their leadership skills and development.
Unit Standards
This workshop is accredited by Services SETA against Unit Standard 120300: Analyse
leadership and related theories in a work context (NQF Level 5; Credits 8):
Explaining the concept of leadership.
Differentiating between leadership and management.
Analysing and comparing leadership theories.
Applying the different roles and qualities of leadership in a work context.
Course Outline
Module 1: What is Leadership?
Definitions
Complexity of Defining Leaders
What makes a good leader?
Strength-based leadership
Why is Leadership important?
Behavioural Theories of Leadership Competencies
Module 2: Leaders Define Culture
Leadership and culture
What is organisational culture?
Transformational leaders and culture
Module 3: Exploring Leadership
Leadership versus Management
Transactional leadership
Transformational leadership
Charismatic leadership
Servant Leadership
The Quiet Leader
Participative Leadership
Primal Leadership
Inspirational Leadership
Theory of Leadership Pipeline
Module 4: Leadership Action Plan
Building on your strengths
Leadership Development Plan

ManagingManagers’programmes
STRATEGIC MANAGEMENT
Duration: 2 days
Purpose
This workshop aims to provide the participant with insight into the principles of developing
and implementing strategy and action plans to align departmental / divisional objectives with
the overall strategic objectives of the organisation.
Unit Standards
Develop and implement a strategy and action plans for a team, department or division
(NQF Level 5; Credits 4):
Develop a strategy for a department / division.
Develop action plans for a department / division.
Implement action plans within the context of strategic plans.
Review action plans.
Target
The programme is applicable to management, specifically second level managers such as
heads of department, section heads or divisional heads that may have more than one team
reporting to them. It facilitates understanding of the broader internal and external aspects of
longer-term strategic business thinking and the inter-relationship between departments /
divisions within an organisation. It also matches learners’ needs in terms of skills necessary
to perform at managerial level.
Course Outline
Module 1: Strategic Framework
The Strategic Management Process
Mission, Vision and Strategic Objectives
Analysing the Environment
Auditing Environmental Influences
Structural Analysis of the Competitive Environment
Analysing Resources and Strategic Capability
Culture and Stakeholder Expectations
Strategic Options
Strategy Evaluation
Strategic Modelling
Module 2: Implementing Strategy
Strategy Implementation
Establishing Action Plans
Managing Strategic Change
Measurement and Review
Communication
Formulating Functional Strategies

The Human Resource Practice - Course Outlines - 2016

The Human Resource Practice - Course Outlines - 2016

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