A major survey of private sector companies in Europe has revealed that British managers are the most ambitious when it comes to training their workforce.
This document provides information about Careers Australia, a large private provider of vocational education and training in Australia. It outlines Careers Australia's services, courses, accreditation, and value of training. Careers Australia offers customized training solutions and a training needs analysis to meet the needs of employers. It has a broad scope of nationally accredited and internationally recognized courses across many industries.
The document discusses enterprise education in Scottish schools. It notes that national reforms and initiatives like Standard Grade, Higher Still, and Determined to Succeed have been key drivers of enterprise activities and work experience courses. While evidence shows enterprise education can have an impact, it has sometimes been overly dependent on individual teachers' enthusiasm. The new Curriculum for Excellence aims to further develop work-related learning for all students through an outcomes-based approach without vocational/academic divisions, and its four capacities include enterprise skills. To strengthen enterprise education, the document recommends courses that progressively build enterprise skills for all, high-quality teaching, champions to promote best practices, and leadership focused on students' needs.
Yarra Valley Water and Box Hill Institute Initiative - Diploma of Sustainabl...NEXTDC
The document discusses a partnership initiative between Yarra Valley Water and Box Hill Institute to offer a Diploma of Sustainable Operations. It notes that Box Hill Institute has over 39,000 enrollments across 26 campuses worldwide and has shown the highest yearly growth in government-funded delivery of any TAFE Institute in Australia. The diploma would involve students completing industry projects and placements to gain hands-on experience in sustainability practices and provide benefits to host organizations. Interested companies can register to host a student project or send an employee through the industry-based training program.
The SCORE program provides training to small and medium enterprises (SMEs) to improve productivity and working conditions. It trains over 2,400 managers and workers from 308 enterprises in 7 countries. SMEs adopting the training see benefits like 75-80% implementing good practices, 70% improved workplace relations, and productivity increases of 15-50%. The training, which costs $2,500 per enterprise, yields savings for SMEs of up to $15,000 within 3 months. SCORE helps SMEs improve competitiveness while enhancing worker conditions and safety.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
This document provides information about Careers Australia, a large private provider of vocational education and training in Australia. It outlines Careers Australia's services, courses, accreditation, and value of training. Careers Australia offers customized training solutions and a training needs analysis to meet the needs of employers. It has a broad scope of nationally accredited and internationally recognized courses across many industries.
The document discusses enterprise education in Scottish schools. It notes that national reforms and initiatives like Standard Grade, Higher Still, and Determined to Succeed have been key drivers of enterprise activities and work experience courses. While evidence shows enterprise education can have an impact, it has sometimes been overly dependent on individual teachers' enthusiasm. The new Curriculum for Excellence aims to further develop work-related learning for all students through an outcomes-based approach without vocational/academic divisions, and its four capacities include enterprise skills. To strengthen enterprise education, the document recommends courses that progressively build enterprise skills for all, high-quality teaching, champions to promote best practices, and leadership focused on students' needs.
Yarra Valley Water and Box Hill Institute Initiative - Diploma of Sustainabl...NEXTDC
The document discusses a partnership initiative between Yarra Valley Water and Box Hill Institute to offer a Diploma of Sustainable Operations. It notes that Box Hill Institute has over 39,000 enrollments across 26 campuses worldwide and has shown the highest yearly growth in government-funded delivery of any TAFE Institute in Australia. The diploma would involve students completing industry projects and placements to gain hands-on experience in sustainability practices and provide benefits to host organizations. Interested companies can register to host a student project or send an employee through the industry-based training program.
The SCORE program provides training to small and medium enterprises (SMEs) to improve productivity and working conditions. It trains over 2,400 managers and workers from 308 enterprises in 7 countries. SMEs adopting the training see benefits like 75-80% implementing good practices, 70% improved workplace relations, and productivity increases of 15-50%. The training, which costs $2,500 per enterprise, yields savings for SMEs of up to $15,000 within 3 months. SCORE helps SMEs improve competitiveness while enhancing worker conditions and safety.
New England Telephone has a large training department that offers many courses to its employees. It evaluates its training programs rigorously using internal audits, stakeholder surveys, course evaluations, and financial impact studies. One strategy to adapt to changing needs is a rotation system where employees work in training for 1-3 years to gain skills. They also offer training on new products early in development. Motorola's training center, MTEC, aims to improve productivity through performance-based, job-related training that supports strategic goals. It allocates 2% of payroll to training and sees employees as renewable assets to invest in. Motorola also uses participative work teams where employees contribute to decisions and share in profits above targets, incentivizing support
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
This document outlines the goals and values of an organization called NEAC that promotes apprenticeships. The organization aims to (1) increase the number of apprenticeships by 400 per year and drive up quality standards, (2) work closely with employers and education partners to help more young people pursue apprenticeships, and (3) position itself as the leading apprenticeship training association in the region recognized for quality apprentices and strong partnerships. The core values of the organization are partnership, excellence, independence, value for money, and innovation.
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
This document provides information about an employee onboarding training program. The program will teach delegates how to create an onboarding experience that engages and retains new hires. The training will cover topics such as managing the period from offer to start date, orientation, integrating employees into company culture, and improving retention. The one-day program will be led by Sohail Zindani, an expert in learning and organizational development. The training is aimed at HR, recruitment, and training professionals and will take place on October 24, 2013 in Karachi, Pakistan.
2015 TUF Management Associate Program
Start your future today! in Thailand’s World Headquarter.
This 2.5-year fast-track young talent program is your ideal way to learn across all key functions, have exposure with Top Executives and gain international experience on projects both at home and abroad.
The IMI Diploma in Strategy and Innovation provides participants with practical tools and frameworks for developing strategy and driving innovation within their organizations. Past participants provide testimony that the program equipped them with new perspectives and strategic insights that they were able to apply directly in their workplaces. The interactive nature of the course, which brings together a diverse group of managers from different industries and backgrounds, also provides valuable networking opportunities. The program is taught over 6 modules by IMI faculty who combine academic qualifications with real-world business experience. Upon successful completion, participants earn both the IMI Diploma in Strategy and Innovation as well as the UCC Postgraduate Certificate in Strategy and Innovation, which is validated by University College Cork.
This presentation is created by myself to present on an OPEN DAY at HT Skills.
It has been uploaded to Slideshare.net to emphasize ONLY on my presentation skills and nothing else..
This presentation is not to promote or de-market HT Skills.
How skills future is creating a new dimension for adult educationSP PACE Academy
The SkillsFuture initiative in Singapore helps individuals continue their education while working to strengthen the economy. It provides credits for training that do not expire and can be used for lifelong learning, though the credits cannot be cashed out. Adult education courses through SkillsFuture have significant benefits, allowing employees to advance their careers through training from experts. The long list of career-focused courses can help people at different stages of their careers, from fresh graduates preparing for the job market to mid-career professionals seeking to advance or avoid boredom in their roles. Employers also benefit from upskilling their workforce to build skills and survive economic downturns.
The document discusses a training for CEOs and leaders on empowering women and promoting gender equality. It provides biographies of the two trainers, Ester Eomois and Leena Kivisild. The training will cover analyzing women's representation in leadership, learning from best practices in Europe, and empowering CEOs to implement gender equality policies and programs. Attendees will develop personal action plans to promote gender equality in their own organizations. An example is provided of initiatives by Saint-Gobain, a global construction company, to increase gender diversity through their diversity action plan and strategic priorities.
The document discusses Six Sigma training and certification offered by the International Training Institute (ITI) in Dubai. ITI is a leading training provider that offers various professional certifications including Six Sigma Green Belt and Black Belt certifications from the International Quality Federation (IQF).
ITI partners with the Institute of Sigma Learning and IQF to deliver their 5-day Six Sigma training courses in Dubai. The training is delivered by industry experts and covers the IQF Body of Knowledge. Upon completing the training and passing the IQF exam, participants can become certified Green Belts. The certification qualifies individuals for lucrative job opportunities in the Middle East as a certified Six Sigma professional and can increase earning potential significantly.
Module 1 the untapped potential of apprenticeships for sme'scaniceconsulting
This document provides information about apprenticeships in Europe. It begins with an overview of apprenticeships, explaining that they combine learning in the workplace with learning in an education or training center. Successful completion leads to a professional qualification. The document then shares case studies of SMEs in Europe that have benefited from apprenticeship programs. It also provides details on the types of apprenticeships available in countries like France, Poland, and Spain. It explains the elements of apprenticeships and how they work. Overall, the document outlines the untapped potential of apprenticeships for small and medium enterprises.
This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
DC14 3. Are apprentices the new graduates part 1 PwC (Bright Futures, BT, PwC...EmmaAGR
The document provides an overview of PwC's higher apprenticeship program. It describes how apprentices develop over 2 years through on-the-job learning, technical and skills training, and working with a PwC team to earn professional qualifications. Apprentices can pursue pathways in management consulting, tax, or audit/deals. The program balances starting work and earning a salary with continued learning and training. PwC apprentices gain essential experience for the company's success, and the program offers a real choice compared to university alone. Key challenges for the program include finding the right apprentice candidates and embedding the new program within the business.
A large entertainment company hired Odissy to evaluate the impact of their leadership training programmes. Odissy had 41 managers complete pre- and post-training questionnaires and use goal tracking software over 12 months across 44 training sessions. 82 goals were set, with 55 completed, generating £104,000 in savings and revenue. Evaluation found high attendance and satisfaction, improved scores on 20 questions, and benefits including reduced turnover, higher staff satisfaction, and better audit scores.
OLT provides training programs in talent development, team development, leadership development, and organizational development using complexity science and traditional methods. Their programs are delivered through apprenticeship programs, team building activities, leadership skills training, and organizational consulting. They have multiple training locations in the UK countryside equipped with accommodations, dining facilities, and outdoor challenge courses.
This document provides information about executive education programmes offered by London Business School. It begins with an introduction to London Business School and its executive education division. The bulk of the document then summarizes various leadership, strategy, human resources, marketing, and finance programmes aimed at professionals at different stages of their careers. Each programme listing provides details on programme focus, benefits, and features. The document concludes with information on rewarding careers, empowering organizations through learning, and the 2016 calendar and fees for executive education programmes.
Cegos training and development survey 2015Cegos UK
The Cegos Observatory conducted this study between April and May 2015, with 2,500 employees (who had all been involved in training courses) and 600 HRDs-Training Managers (all working in private-sector companies with over 50 employees).
In each of the 5 countries, France, Germany, United Kingdom, Spain and Italy, 500 employees and 120 HRDs-Training Managers responded to the survey.
Our new survey on the latest Training and Development trends from Europe. We will be conducting the second APAC survey later this year to inform 2014 learning strategies.
FET Professional Development Strategy 2017-2019Paul Malone
This document outlines a professional development strategy for the further education and training (FET) sector in Ireland from 2017-2019. It was developed through extensive consultation and research. The strategy aims to build a coordinated approach to professional development across the FET sector to support the changing needs of learners, employers, and communities. It sets out three goals: 1) creating infrastructure and delivery systems for high-quality professional development, 2) increasing FET sector capabilities through targeted development, and 3) sustainable funding and resourcing of professional development. The strategy is intended to formalize and improve the existing culture of professional development in the FET sector.
Making Apprenticeships Work_Full report_web version pdfNick Ludford
The Industry Skills Board published a report making recommendations to improve apprenticeships from the employer perspective. The report focuses on how to enhance quality, increase employer commitment, and ensure learning is prioritized. It proposes a 25-point action plan addressing quality, access, employer leadership, and ensuring learning is central. The plan includes developing a model to put quality and learning at the heart of all structured workplace training. The goal is for apprenticeships to become sustainable career programs on par with degrees as desirable pathways for young people.
This document outlines the goals and values of an organization called NEAC that promotes apprenticeships. The organization aims to (1) increase the number of apprenticeships by 400 per year and drive up quality standards, (2) work closely with employers and education partners to help more young people pursue apprenticeships, and (3) position itself as the leading apprenticeship training association in the region recognized for quality apprentices and strong partnerships. The core values of the organization are partnership, excellence, independence, value for money, and innovation.
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
This document provides information about an employee onboarding training program. The program will teach delegates how to create an onboarding experience that engages and retains new hires. The training will cover topics such as managing the period from offer to start date, orientation, integrating employees into company culture, and improving retention. The one-day program will be led by Sohail Zindani, an expert in learning and organizational development. The training is aimed at HR, recruitment, and training professionals and will take place on October 24, 2013 in Karachi, Pakistan.
2015 TUF Management Associate Program
Start your future today! in Thailand’s World Headquarter.
This 2.5-year fast-track young talent program is your ideal way to learn across all key functions, have exposure with Top Executives and gain international experience on projects both at home and abroad.
The IMI Diploma in Strategy and Innovation provides participants with practical tools and frameworks for developing strategy and driving innovation within their organizations. Past participants provide testimony that the program equipped them with new perspectives and strategic insights that they were able to apply directly in their workplaces. The interactive nature of the course, which brings together a diverse group of managers from different industries and backgrounds, also provides valuable networking opportunities. The program is taught over 6 modules by IMI faculty who combine academic qualifications with real-world business experience. Upon successful completion, participants earn both the IMI Diploma in Strategy and Innovation as well as the UCC Postgraduate Certificate in Strategy and Innovation, which is validated by University College Cork.
This presentation is created by myself to present on an OPEN DAY at HT Skills.
It has been uploaded to Slideshare.net to emphasize ONLY on my presentation skills and nothing else..
This presentation is not to promote or de-market HT Skills.
How skills future is creating a new dimension for adult educationSP PACE Academy
The SkillsFuture initiative in Singapore helps individuals continue their education while working to strengthen the economy. It provides credits for training that do not expire and can be used for lifelong learning, though the credits cannot be cashed out. Adult education courses through SkillsFuture have significant benefits, allowing employees to advance their careers through training from experts. The long list of career-focused courses can help people at different stages of their careers, from fresh graduates preparing for the job market to mid-career professionals seeking to advance or avoid boredom in their roles. Employers also benefit from upskilling their workforce to build skills and survive economic downturns.
The document discusses a training for CEOs and leaders on empowering women and promoting gender equality. It provides biographies of the two trainers, Ester Eomois and Leena Kivisild. The training will cover analyzing women's representation in leadership, learning from best practices in Europe, and empowering CEOs to implement gender equality policies and programs. Attendees will develop personal action plans to promote gender equality in their own organizations. An example is provided of initiatives by Saint-Gobain, a global construction company, to increase gender diversity through their diversity action plan and strategic priorities.
The document discusses Six Sigma training and certification offered by the International Training Institute (ITI) in Dubai. ITI is a leading training provider that offers various professional certifications including Six Sigma Green Belt and Black Belt certifications from the International Quality Federation (IQF).
ITI partners with the Institute of Sigma Learning and IQF to deliver their 5-day Six Sigma training courses in Dubai. The training is delivered by industry experts and covers the IQF Body of Knowledge. Upon completing the training and passing the IQF exam, participants can become certified Green Belts. The certification qualifies individuals for lucrative job opportunities in the Middle East as a certified Six Sigma professional and can increase earning potential significantly.
Module 1 the untapped potential of apprenticeships for sme'scaniceconsulting
This document provides information about apprenticeships in Europe. It begins with an overview of apprenticeships, explaining that they combine learning in the workplace with learning in an education or training center. Successful completion leads to a professional qualification. The document then shares case studies of SMEs in Europe that have benefited from apprenticeship programs. It also provides details on the types of apprenticeships available in countries like France, Poland, and Spain. It explains the elements of apprenticeships and how they work. Overall, the document outlines the untapped potential of apprenticeships for small and medium enterprises.
This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
DC14 3. Are apprentices the new graduates part 1 PwC (Bright Futures, BT, PwC...EmmaAGR
The document provides an overview of PwC's higher apprenticeship program. It describes how apprentices develop over 2 years through on-the-job learning, technical and skills training, and working with a PwC team to earn professional qualifications. Apprentices can pursue pathways in management consulting, tax, or audit/deals. The program balances starting work and earning a salary with continued learning and training. PwC apprentices gain essential experience for the company's success, and the program offers a real choice compared to university alone. Key challenges for the program include finding the right apprentice candidates and embedding the new program within the business.
A large entertainment company hired Odissy to evaluate the impact of their leadership training programmes. Odissy had 41 managers complete pre- and post-training questionnaires and use goal tracking software over 12 months across 44 training sessions. 82 goals were set, with 55 completed, generating £104,000 in savings and revenue. Evaluation found high attendance and satisfaction, improved scores on 20 questions, and benefits including reduced turnover, higher staff satisfaction, and better audit scores.
OLT provides training programs in talent development, team development, leadership development, and organizational development using complexity science and traditional methods. Their programs are delivered through apprenticeship programs, team building activities, leadership skills training, and organizational consulting. They have multiple training locations in the UK countryside equipped with accommodations, dining facilities, and outdoor challenge courses.
This document provides information about executive education programmes offered by London Business School. It begins with an introduction to London Business School and its executive education division. The bulk of the document then summarizes various leadership, strategy, human resources, marketing, and finance programmes aimed at professionals at different stages of their careers. Each programme listing provides details on programme focus, benefits, and features. The document concludes with information on rewarding careers, empowering organizations through learning, and the 2016 calendar and fees for executive education programmes.
Cegos training and development survey 2015Cegos UK
The Cegos Observatory conducted this study between April and May 2015, with 2,500 employees (who had all been involved in training courses) and 600 HRDs-Training Managers (all working in private-sector companies with over 50 employees).
In each of the 5 countries, France, Germany, United Kingdom, Spain and Italy, 500 employees and 120 HRDs-Training Managers responded to the survey.
Our new survey on the latest Training and Development trends from Europe. We will be conducting the second APAC survey later this year to inform 2014 learning strategies.
FET Professional Development Strategy 2017-2019Paul Malone
This document outlines a professional development strategy for the further education and training (FET) sector in Ireland from 2017-2019. It was developed through extensive consultation and research. The strategy aims to build a coordinated approach to professional development across the FET sector to support the changing needs of learners, employers, and communities. It sets out three goals: 1) creating infrastructure and delivery systems for high-quality professional development, 2) increasing FET sector capabilities through targeted development, and 3) sustainable funding and resourcing of professional development. The strategy is intended to formalize and improve the existing culture of professional development in the FET sector.
Making Apprenticeships Work_Full report_web version pdfNick Ludford
The Industry Skills Board published a report making recommendations to improve apprenticeships from the employer perspective. The report focuses on how to enhance quality, increase employer commitment, and ensure learning is prioritized. It proposes a 25-point action plan addressing quality, access, employer leadership, and ensuring learning is central. The plan includes developing a model to put quality and learning at the heart of all structured workplace training. The goal is for apprenticeships to become sustainable career programs on par with degrees as desirable pathways for young people.
This document discusses training in Polish companies. It summarizes that:
1) Training budgets have been reduced due to the economic downturn, but some companies still view training as a valuable long-term investment.
2) Companies are more selective about who they train, focusing on specialists, managers, and skills directly relevant to their work.
3) While some companies conduct training internally, others outsource to external training providers - but are more discerning about quality and value.
Engaging employers in skills development - Ekaterina TRAVKINAOECD CFE
Presentation by Ekaterina TRAVKINA, Manager, OECD LEED Forum on Partnerships and Local Governance from the OECD capacity building seminar “A workforce for the future - Designing strong local strategies for better jobs and skills”, 28-29 Nov 2017, Venice, Italy.
More information: http://oe.cd/CBSVenice2018
Logistics Executive Group - ceo executive series - march 2015Darryl Judd
This document summarizes an article on the rise of coaching in executive development. It discusses how over 63% of logistics professionals have never been offered coaching but 85% would be interested. Executive coaching involves the executive, coach, and organization working together towards goals. Coaching focuses on developing the executive's capabilities to help achieve organizational goals. The document then provides examples of how executive coaching is being used successfully in organizations to develop leaders' skills and empower them to think strategically.
Module 2 - The Nuts and Bolts of Apprenticeships caniceconsulting
This document provides information about apprenticeships, including how small and medium enterprises (SMEs) can get started with apprenticeship programs. It discusses workforce planning, partnering with training organizations, attracting and developing apprentices, and retaining apprentices. Key steps for SMEs include conducting workforce planning to identify skills gaps, partnering with a training provider, assigning an apprentice supervisor, and providing performance development opportunities to retain apprentices. Partnering allows SMEs and training organizations to benefit from existing curriculum, grants, talent pools, and industry expertise.
The document describes a training program for coaches working with older employees (50+). The first module discusses the benefits of retaining older workers, challenges related to stereotypes, and the importance of age-related policies within companies. Coaching is presented as an effective way to support older employees and help them develop further skills. The module aims to explore perceptions of older employees and the connection between age policies and coaching programs.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
Apprenticeships are an effective means of employers developing their own talent. They also offer a viable alternative to university for people looking for a direct and affordable route to skilled jobs and careers. However, many employers have yet to recognise the full benefits of apprenticeships, even though their value extends to most sectors and occupations.
The CIPD’s new guide on apprenticeships gives practical advice on how employers can tailor high-quality apprenticeship programmes that meet their current and future skills needs.
Module 5 - Keys to success; practical tools for SME'scaniceconsulting
This module provides tools and resources to help small and medium enterprises (SMEs) succeed in taking on their first apprentice. It includes:
1) A video library with practical tips on apprenticeships in different countries.
2) A toolkit for regional apprenticeship alliances to facilitate SMEs becoming apprentice employers.
3) Case studies and testimonials from successful apprenticeship programs in various companies and sectors.
It also offers templates and resources to guide SMEs through the apprenticeship process, such as induction presentations, learning plans, and workforce planning guides. The aim is to support both businesses and training providers in establishing apprenticeship programs.
The Parliamentary Information Office of the Parliamentary Yearbook has been monitoring progress in Government policy relating to higher education for a major feature apprenticeships and further education in the next edition
The document describes an intensive 6-week program called "The 100 Day Growth Challenge" offered by the Executive School of Business at the Technical University of Denmark (DTU Business) for executives who are between jobs. Participants will work in teams on developing a growth plan for an actual organization, receiving lectures from international faculty and supervision from DTU Business. The program aims to help participants gain skills and experience that can help lead to new management positions.
Apprenticeship in England - United KingdomEduSkills OECD
England has launched a series of reforms that champion the institution of apprenticeship, and address some previous weaknesses. The reforms encourage more substantive apprenticeship programmes and a stronger funding framework. Despite these strengths, there is still some way to go to establish an apprenticeship system in England to match those of the strongest countries.
This report suggests several ways in which reforms might be adapted to achieve higher quality and better outcomes. An effective apprenticeship system involves various elements such as the development of the apprentice in the workplace by the employer and the broader education of young apprentices. The report argues that England should consider introducing regulations and standards to ensure that these elements are part of all apprenticeship programmes, and that the recently introduced apprenticeship levy supports high-quality training. In comparison to other countries, England has relatively few young apprentices. The report suggests England could facilitate transition from school to work by making better use of apprenticeships targeting school leavers.
EFMD Mag Issue_3_2011_EIP_Supplement Highly Commended CasesNora Anderson
This document describes several cases of partnerships between businesses and educational organizations that were highly commended by the EFMD. It summarizes eight cases:
1) A partnership between Deutsche Lufthansa, CoachingOurselvesInternational, Lancaster University Management School, and McGill University to design, develop, and deliver the IMpact program, which aims to carry learning from personal development programs into organizational development.
2) A partnership between Thomson Reuters, Tuck School of Business at Dartmouth, and IE Business School to create the Global Executive Program after Thomson Reuters' acquisition of Reuters.
3) A partnership between Towergate Insurance and Ashridge Business School to deliver the Towergate Executive Leadership Program and help Tower
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
This module provides small and medium-sized enterprises (SMEs) with tools and resources to help them succeed in taking on apprentices. It includes a video library with practical tips for SMEs on apprenticeships. It also includes a regional apprenticeship alliance toolkit to help agencies support SMEs in becoming apprenticeship employers. The module concludes with case studies, testimonials, and templates like induction presentations and evaluation forms to assist SMEs in managing apprenticeships.
Similar to Cegos training and development survey british version (20)
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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2. 2
About the Survey
Cegos - 2015 Training Survey
The Cegos Observatory conducted this study between April and May 2015, with
2,500 employees (who had all been involved in training courses) and 600 HRDs-
Training Managers (all working in private-sector companies with over 50
employees).
In each of the 5 countries, France, Germany, United Kingdom, Spain and Italy,
500 employees and 120 HRDs-Training Managers responded to the survey.
3. 3
British leading the way in training ambitions
A major survey of private sector companies in Europe has revealed that British
managers are the most ambitious when it comes to training their workforce.
The Cegos Group, a worldwide leader in training and development, has
published the results of its annual survey, called The Cegos Observatory’s
Barometer: Training and Development in Europe.
Around 600 Human Resources Directors (HRDs)/Training Managers and 2,500
employees were interviewed for the project, across France, Germany, Spain,
Italy and the UK. The overall findings of the survey reflected the fact that many
companies still do not rank training as a strategic priority – with the notable
exception of the UK.
4. 4
The report addresses the ‘British exception’ in its results, highlighting the
following key differences found in UK companies:
•British HRDs and Training Managers appear to be the most ambitious in terms
of training, they regard their training policy as a tool for meeting the company’s
challenges and objectives.
•57% of them consider that attracting and retaining talent is a "very high priority"
compared with 38% of French and German HRDs and Training Managers.
•Almost 50% regard supporting their employees' career project as a "very high
priority" compared with 28% for German HRDs and Training Managers.
•British employees are also the most satisfied with their companies training
policies: 84% of them consider that the policy implements all the requisite
resources to correctly identify the skills they need (compared with 73% on
average for employees in the other 5 countries, and 67% of Italian employees –
the lowest level noted).
•8 out of 10 British employees believe the policy effectively informs them about
the training courses they can participate in (compared with 6 out of 10 French
employees).
5. 5
Francis Marshall, Managing Director of Cegos (UK) Ltd,
says: “The Cegos Training and Development in Europe
survey is a major exploration of the training and development
landscape across Europe, and the UK results show some
very positive signs – clearly there is a significant difference in
approach in Britain.
“The British data demonstrates that when companies use training policies
effectively, integrating them into an active long-term strategy, it can directly
increase employee satisfaction and their involvement in the training. Effective,
high-quality training that truly engages staff is essential to the good health of
any organisation – and to the development and retention of talented and
committed employees.”
6. 6
09/25/15
Mathilde Bourdat, Cegos training expert, also explained that the British
employees are the only ones who prefer group training courses, and that British
employees adhere better to training priorities established by their managers –
something that is not always the case in other countries.
8. 8
British HRDs and Training Managers are more
ambitious regarding training…
What are the training priorities in your company ?
Cegos - 2015 Training Survey
HRD
5 countries
Support the company’s
strategic plan
Adapt employees to the
requirements of their job
position
Attract and hold talented
employees
Support the employees’
professional project
Anticipate developments in
employment
Maintain employability,
especially for those in the
most vulnerable positions
(unskilled workers,
seniors…)
Very high priority
54%
43%
42%
38%
45%55%
42%62%
38%57%
28%47%
32%40%
25%45%
Highest value / Lowest value
9. 9
Consequently, British employees are more satisfied
with their companies' training policies
Do you think your company implements all the necessary means to:
Cegos - 2015 Training Survey
Employees
5 countries
68 %
65%
65%
63%
73%
69%
68%
68%
67%
Correctly identify the skills it
needs
Inform you very specifically
about the training programs
you can take
Enable your manager to
follow your training courses
and your achievements
Clearly define your needs
and allow you to express
what you hope to obtain from
training
Help you understand how
company jobs will develop
Yes, definitely Yes, more or less
84% 67%
Highest value / Lowest value
80% 63%
79% 59%
82% 60%
79%
61%76%
10. 10
Employees prefer individual training courses
...apart from the British
ALL
Cegos - 2015 Training Survey
EmployeesHRDS-TMs
Employees: To progress in your company, do you prefer…?
HRD: About employees’ training, what is the main focus in your company?
A group training course A personalised training course
62%
54%
57%
70%
62%
68%
57%
62%
63%
51%
60%
53%
Majority responses for each each population group
11. 11
Synthesis
The strategic integration of training policies is lacking
► Top priority: training administration.
► Assessing and measuring the return on investment of training is ranked as the lowest priority
► Still a lack of support for employees as regards their training
The British exception?
► British HRDs and Training Managers appear to be the most ambitious in terms of training.
► British employees are also the most satisfied with their companies training policies:
Training methods: the gradual decrease in face-to-face training continues
► The training methods implemented by companies are sometimes not in line with the employees expectations
► A very close link between satisfaction and the usefulness of the training: British employees are a good example of that.
► The HRDs and Training Managers in all five countries consider digital training solutions as a means to reduce training costs and to standardise content.
Cegos - 2015 Training Survey
12. To see the full report, please go to our website at;
http://www.cegos.co.uk/insights/training-and-development-in-europe-survey/
Editor's Notes
Q10
On note une diminution moyenne de 6 points des "Très prioritaires" sur les 3 derniers items, où les intérêts de l'entreprise laissent un peu plus de place à l'individu salarié, à ses projets, son avenir, ses difficultés …
Faut-il faire le lien avec les résultats des salariés britanniques (tellement plus satisfaits de tout …), en constatant que les DRH-RH "grands-bretons" se placent, eux aussi, "devant" les autres sur ces items :
+ 6 points par rapport à la moyenne,
+ 12 points par rapport aux résultats les plus faibles.
En 4 : Les DRH-RF Allemands sont "un peu en retrait" mais ils le sont sur tous les items . La France également en retrait (à égalité avec l’Allemagne) sur « soutenir le plan stratégique » et « Attirer et fidéliser les talents ».
Au global, les services mettent un degré de priorité supérieur sur tous les items, comparés à l’industrie.
Le soutien au plan stratégique de l’entreprise, l’anticipation des évolutions de l’emploi est plus prioritaire pour les DRH/RF des >500. Mais les <2000 pointent davantage quelles > la priorité « Attirer et fidéliser les talents ».
Q27 Satisfaction
Par pays : par pays, ce sont les anglais qui répondent le plus positivement. UK est devant pour 6 des 7 items. A nouveau, Espagne en retrait pour 6 des 7 items. Retrait France sur les 2 derniers items
Surtout, les français sont nettement ceux qui s’estiment le moins bien informés sur l’ensemble des formations qu’ils pourraient suivre (63% contre 86% des britanniques). Le CEP a de l’avenir…
Le degré de satisfaction est le même quelque soit la taille de l’entreprise. De même, pas de différence entre industries et services sur ce point. Les salariés >45 ans sont les moins satisfaits.
Q12 Ces formations ont-elles été très utiles …
A la question sur l'utilité des formations suivies, le taux cumulé des réponses "Très et Plutôt utile" est de 93%, en moyenne pour les salariés, tous pays confondus.
Ce taux d'utilité cumulé atteint 96% au Royaume-Uni et passe sous les 90% en Espagne : 88% ; les salariés Espagnols sont les seuls à estimer que les formations ne sont "pas vraiment utiles" à hauteur de 11%, alors que la moyenne des ces avis est à 6%. Le taux moyen des réponses "Très utile" est de 38%, il est à 49% pour le Royaume-Uni et 26% en Espagne.
Questions sur collectif / individualisation
Les DRH-RF privilégient l'action de formation collective, en moyenne à 62% et jusqu'à 68% en Espagne et 70% en UK
Alors que les salariés indiquent une préférence pour le parcours individuels et personnalisé, en moyenne à 57% et jusqu'à 62% en France.
On note aussi, mais ça n'est plus une surprise, que les salariés Britanniques sont les seuls à se ranger à l'avis des DRH, à hauteur de 51%