The experience and ability of individual and groups will be different and these differences need to be accurately identified so that planning and the choice of training methods can closely match the learner’s needs.
The document provides an overview of the Kirkpatrick/Phillips model for evaluating training programs and calculating return on investment (ROI). It describes the five levels of evaluation in the Phillips model - reaction, learning, application, business impact, and ROI. It outlines the key stages of ROI methodology including needs assessment, data collection, isolation techniques to separate training impact from other factors, converting data to monetary values, and calculating ROI. Examples are given showing typical ROI results ranging from 32% to 1052% for various types of training programs.
Target groups are the grounds of people we are aiming our training at – the people we want to train.
Always begin your training planning by identifying who you are going to train
To emphasize this point consider the following situations;
Imagine you are asked to conduct a training session on the “conducting a hazard analysis” for the groups given below?
The planning process must obviously start with the identification of training need which will lead to the definition of target population and topic.
The Aims and Objectives of the training session must then be carefully thought out. These will help identify suitable teaching methods and lesson structure.
IDBI Capital is a leading Indian securities firm offering financial products and services. Its vision is to offer customers the best information to help them make decisions that improve their lives. Its mission is to be the brand of first choice among financial service providers. IDBI Capital provides a wide range of services including broking, research, portfolio management, and online investing platforms to both institutional and retail clients. It aims to empower investors through education and tools to help them effectively manage their finances.
The document discusses various approaches to employee development including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also discusses interpersonal relationships like mentoring and coaching that can aid development. Career development is defined as a lifelong process of managing work and learning progression. Elements of career planning include self-assessment, goal setting, and action planning to help individuals manage their careers and support organizational needs.
This document outlines the content and activities for a two-day "Train the Trainer" course. Day 1 covers topics such as understanding how people learn, creating effective training, dealing with difficult situations, and evaluating training. Activities include identifying challenges new trainers may face, discussing qualities of successful trainers, and developing sample training programs. Day 2 focuses on evaluating training impact and providing constructive feedback. Participants work in groups to develop and deliver short sample training sessions, with an emphasis on needs analysis, lesson planning, and self/peer evaluation. The goal is for attendees to gain skills and confidence for developing and conducting effective training programs.
1. The document outlines the key elements that should be included in a lesson plan for training, such as course information, objectives, materials, assessment strategies, and a training outline.
2. It explains that a lesson plan helps the teacher/trainer deliver content in an organized way to ensure learning objectives are met. It provides an agenda to guide the teacher/trainer through setting goals and activities.
3. The training outline is the core of the lesson plan and describes what will be done during the training, including introducing content, engaging participants, and assessing learning. It divides content into sections and indicates when activities and assessments will occur.
The document provides an overview of the Kirkpatrick/Phillips model for evaluating training programs and calculating return on investment (ROI). It describes the five levels of evaluation in the Phillips model - reaction, learning, application, business impact, and ROI. It outlines the key stages of ROI methodology including needs assessment, data collection, isolation techniques to separate training impact from other factors, converting data to monetary values, and calculating ROI. Examples are given showing typical ROI results ranging from 32% to 1052% for various types of training programs.
Target groups are the grounds of people we are aiming our training at – the people we want to train.
Always begin your training planning by identifying who you are going to train
To emphasize this point consider the following situations;
Imagine you are asked to conduct a training session on the “conducting a hazard analysis” for the groups given below?
The planning process must obviously start with the identification of training need which will lead to the definition of target population and topic.
The Aims and Objectives of the training session must then be carefully thought out. These will help identify suitable teaching methods and lesson structure.
IDBI Capital is a leading Indian securities firm offering financial products and services. Its vision is to offer customers the best information to help them make decisions that improve their lives. Its mission is to be the brand of first choice among financial service providers. IDBI Capital provides a wide range of services including broking, research, portfolio management, and online investing platforms to both institutional and retail clients. It aims to empower investors through education and tools to help them effectively manage their finances.
The document discusses various approaches to employee development including formal education programs, assessments, benchmarks, performance appraisals, job experiences, rotations, and temporary assignments. It also discusses interpersonal relationships like mentoring and coaching that can aid development. Career development is defined as a lifelong process of managing work and learning progression. Elements of career planning include self-assessment, goal setting, and action planning to help individuals manage their careers and support organizational needs.
This document outlines the content and activities for a two-day "Train the Trainer" course. Day 1 covers topics such as understanding how people learn, creating effective training, dealing with difficult situations, and evaluating training. Activities include identifying challenges new trainers may face, discussing qualities of successful trainers, and developing sample training programs. Day 2 focuses on evaluating training impact and providing constructive feedback. Participants work in groups to develop and deliver short sample training sessions, with an emphasis on needs analysis, lesson planning, and self/peer evaluation. The goal is for attendees to gain skills and confidence for developing and conducting effective training programs.
1. The document outlines the key elements that should be included in a lesson plan for training, such as course information, objectives, materials, assessment strategies, and a training outline.
2. It explains that a lesson plan helps the teacher/trainer deliver content in an organized way to ensure learning objectives are met. It provides an agenda to guide the teacher/trainer through setting goals and activities.
3. The training outline is the core of the lesson plan and describes what will be done during the training, including introducing content, engaging participants, and assessing learning. It divides content into sections and indicates when activities and assessments will occur.
This document discusses interactive teaching strategies. Interactive teaching strategies actively involve learners in their learning through meaningful interactions between teachers and students, and students with each other. Some examples of interactive teaching strategies discussed are question and answer, group discussion, games, and debates. These strategies help motivate student participation, encourage critical thinking, and allow teachers to assess student understanding. The document encourages teachers to use interactive teaching strategies in their classrooms to promote interaction and engagement.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
This document discusses various instructional approaches and strategies that can be used for training. It identifies different categories of instructional strategies such as direct instruction, indirect instruction, interactive instruction, experiential learning, and independent study. It provides examples of specific instructional methods that fall under each category and questions to consider when determining the appropriateness of a particular method. The document also discusses traditional and technology-based training methods as well as the benefits of internal and external training approaches.
The document provides information about Angel Broking, including:
- It summarizes Angel Broking's profile, vision, services offered, and competitors.
- Angel Broking is one of India's largest stock broking and wealth management companies offering equity trading, commodities, portfolio management, mutual funds, life insurance, and other financial services.
- Key competitors include Kotak Securities, India Bulls, and ICICI Direct which also offer online trading accounts and services.
- A SWOT analysis of Angel Broking identifies strengths such as its large size and backing by major organizations, offering a wide range of insurance policies and benefits, while weaknesses, opportunities, and threats are not discussed.
The presentation discusses designing effective human resource development programs. It covers defining objectives, needs assessment, design, selecting trainers, and other factors to consider. The key activities in design are setting objectives, selecting trainers, developing lesson plans, selecting methods, preparing materials, and scheduling. When selecting trainers, their competency, subject matter expertise, and ability to communicate knowledge clearly are important. A team approach or training current employees can be used if no subject matter experts are available.
- Mutual funds have emerged as an important tool for financial well-being in India, helping families invest in industry growth. However, awareness remains low, with 9 in 10 people unaware of mutual funds.
- Once aware of opportunities, 1 in 5 people decide to invest in mutual funds. Understanding which potential investors are most likely to buy funds and tailoring the sales process accordingly is key to converting unaware investors.
- The document analyzes investor preferences in India regarding asset management companies, fund types, growth vs. dividend options, and investment strategies for mutual funds.
1. The document discusses various techniques for effective training sessions, including lectures, demonstrations, small group activities, case studies, and role plays.
2. It emphasizes the importance of applying principles of adult learning like recency, appropriateness, motivation, primacy, two-way communication, feedback, active learning, and multi-sensory learning.
3. The key is using a variety of techniques to engage participants, tailoring the training to their needs, and encouraging active participation and practice.
Training provides employees with the skills and knowledge needed to perform their jobs effectively. It aims to increase productivity, improve quality and fulfill future personnel needs. Training objectives specify what skills employees will gain and are measurable. Training benefits both the business through increased efficiency and employees through improved morale and effectiveness. Development differs by focusing on long-term, conceptual learning for managers rather than short-term technical skills for non-managers.
A good trainer exhibits several key qualities: they link individual concepts to the bigger picture; facilitate active learning through hands-on activities; use creative approaches and variety to engage learners; demonstrate acceptance of different views; see the big picture while breaking it down; motivate learning through encouragement and support; and create a safe and organized environment. Learning thrives when trainers exhibit patience, simplify concepts, encourage active and creative learning, accept diverse views, provide motivation and organization, and foster a safe space.
The importance of Selection and Training of Trainers is explained in this presentation. It helps to identify the components required for successful trainers, as a part of Effective HR. The procedure involved in the selection and the factors that enhance the credibility of trainers are discussed and presented here.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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Follow us on Twitter: https://twitter.com/WeLearnIndia
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The document provides details about Manoj K Muliya's summer training project report on the scope of wealth advisory business model at NJ India Invest in Rajkot. The report includes an introduction, acknowledgements, executive summary, chapters on the theoretical perspective of wealth advisory models, research methodology, data analysis and findings. The report findings note the untapped potential in wealth advisory due to fewer advisors and lack of awareness, and provides suggestions to increase awareness of mutual funds and wealth management.
The document is a comprehensive project report submitted to Shweta Patel on the topic of customer perception towards SBI Mutual Fund. It was submitted by Vishal S. Shah as part of the requirements for an MBA degree from the Late Smt. Shardaben Ghanshyambhai Patel Institute of Management. The report includes an introduction to mutual funds and SBI Mutual Fund, a literature review, research methodology, and plans to study customer perception through surveys in Baroda to understand their views on risk and returns of investing in SBI mutual funds.
Training Methods
When choosing training methods remember:
That we are dealing with adults,
That participatory methods are especially appropriate for this trainee group
That the training method must reflect the training objectives and the way in which people learn.
This document discusses adult learners and the learning process. It notes that adults have more experience and backgrounds than children. Effective training for adults uses participatory methods that engage the trainees and draw on their experiences. It also discusses different learning styles - active learners learn by doing, thinking learners learn by observing first, logical learners need justification, and practical learners want practical solutions. The learning cycle involves doing, thinking, analyzing, and planning, and trainers should aim to incorporate activities that support all stages and learning styles.
You will remember in the introduction we saw that the target group is the starting point on which we develop the ‘Training Needs’ and identify the ‘Purpose’ and general content areas of training course.
This document discusses concepts related to designing training programs. It begins by defining training and development as activities aimed at transferring or modifying knowledge, skills, and attitudes through learning experiences. When designing training programs, the objectives must be considered as well as learner readiness, learning principles, and trainer characteristics. The document then outlines an 8-step process for designing training programs, including defining the purpose and audience, determining participant needs, setting goals and objectives, outlining content, developing activities, preparing evaluations, and planning for follow-up. Finally, it discusses design theories like elaboration theory and Gagne and Briggs theory that can be applied when choosing training methods.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
The document discusses the process of designing training programs. It outlines 8 key steps: [1] Define the purpose and audience; [2] Determine participants' needs; [3] Define goals and objectives; [4] Outline content; [5] Develop activities; [6] Prepare a written design; [7] Create evaluation forms; [8] Plan follow-up. The design process involves analyzing needs, designing content and structure, developing materials, implementing the program, and evaluating effectiveness. The overall goal is to create effective training that meets learners' needs and achieves the objectives.
This document discusses interactive teaching strategies. Interactive teaching strategies actively involve learners in their learning through meaningful interactions between teachers and students, and students with each other. Some examples of interactive teaching strategies discussed are question and answer, group discussion, games, and debates. These strategies help motivate student participation, encourage critical thinking, and allow teachers to assess student understanding. The document encourages teachers to use interactive teaching strategies in their classrooms to promote interaction and engagement.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
This document discusses various instructional approaches and strategies that can be used for training. It identifies different categories of instructional strategies such as direct instruction, indirect instruction, interactive instruction, experiential learning, and independent study. It provides examples of specific instructional methods that fall under each category and questions to consider when determining the appropriateness of a particular method. The document also discusses traditional and technology-based training methods as well as the benefits of internal and external training approaches.
The document provides information about Angel Broking, including:
- It summarizes Angel Broking's profile, vision, services offered, and competitors.
- Angel Broking is one of India's largest stock broking and wealth management companies offering equity trading, commodities, portfolio management, mutual funds, life insurance, and other financial services.
- Key competitors include Kotak Securities, India Bulls, and ICICI Direct which also offer online trading accounts and services.
- A SWOT analysis of Angel Broking identifies strengths such as its large size and backing by major organizations, offering a wide range of insurance policies and benefits, while weaknesses, opportunities, and threats are not discussed.
The presentation discusses designing effective human resource development programs. It covers defining objectives, needs assessment, design, selecting trainers, and other factors to consider. The key activities in design are setting objectives, selecting trainers, developing lesson plans, selecting methods, preparing materials, and scheduling. When selecting trainers, their competency, subject matter expertise, and ability to communicate knowledge clearly are important. A team approach or training current employees can be used if no subject matter experts are available.
- Mutual funds have emerged as an important tool for financial well-being in India, helping families invest in industry growth. However, awareness remains low, with 9 in 10 people unaware of mutual funds.
- Once aware of opportunities, 1 in 5 people decide to invest in mutual funds. Understanding which potential investors are most likely to buy funds and tailoring the sales process accordingly is key to converting unaware investors.
- The document analyzes investor preferences in India regarding asset management companies, fund types, growth vs. dividend options, and investment strategies for mutual funds.
1. The document discusses various techniques for effective training sessions, including lectures, demonstrations, small group activities, case studies, and role plays.
2. It emphasizes the importance of applying principles of adult learning like recency, appropriateness, motivation, primacy, two-way communication, feedback, active learning, and multi-sensory learning.
3. The key is using a variety of techniques to engage participants, tailoring the training to their needs, and encouraging active participation and practice.
Training provides employees with the skills and knowledge needed to perform their jobs effectively. It aims to increase productivity, improve quality and fulfill future personnel needs. Training objectives specify what skills employees will gain and are measurable. Training benefits both the business through increased efficiency and employees through improved morale and effectiveness. Development differs by focusing on long-term, conceptual learning for managers rather than short-term technical skills for non-managers.
A good trainer exhibits several key qualities: they link individual concepts to the bigger picture; facilitate active learning through hands-on activities; use creative approaches and variety to engage learners; demonstrate acceptance of different views; see the big picture while breaking it down; motivate learning through encouragement and support; and create a safe and organized environment. Learning thrives when trainers exhibit patience, simplify concepts, encourage active and creative learning, accept diverse views, provide motivation and organization, and foster a safe space.
The importance of Selection and Training of Trainers is explained in this presentation. It helps to identify the components required for successful trainers, as a part of Effective HR. The procedure involved in the selection and the factors that enhance the credibility of trainers are discussed and presented here.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The document provides details about Manoj K Muliya's summer training project report on the scope of wealth advisory business model at NJ India Invest in Rajkot. The report includes an introduction, acknowledgements, executive summary, chapters on the theoretical perspective of wealth advisory models, research methodology, data analysis and findings. The report findings note the untapped potential in wealth advisory due to fewer advisors and lack of awareness, and provides suggestions to increase awareness of mutual funds and wealth management.
The document is a comprehensive project report submitted to Shweta Patel on the topic of customer perception towards SBI Mutual Fund. It was submitted by Vishal S. Shah as part of the requirements for an MBA degree from the Late Smt. Shardaben Ghanshyambhai Patel Institute of Management. The report includes an introduction to mutual funds and SBI Mutual Fund, a literature review, research methodology, and plans to study customer perception through surveys in Baroda to understand their views on risk and returns of investing in SBI mutual funds.
Training Methods
When choosing training methods remember:
That we are dealing with adults,
That participatory methods are especially appropriate for this trainee group
That the training method must reflect the training objectives and the way in which people learn.
This document discusses adult learners and the learning process. It notes that adults have more experience and backgrounds than children. Effective training for adults uses participatory methods that engage the trainees and draw on their experiences. It also discusses different learning styles - active learners learn by doing, thinking learners learn by observing first, logical learners need justification, and practical learners want practical solutions. The learning cycle involves doing, thinking, analyzing, and planning, and trainers should aim to incorporate activities that support all stages and learning styles.
You will remember in the introduction we saw that the target group is the starting point on which we develop the ‘Training Needs’ and identify the ‘Purpose’ and general content areas of training course.
This document discusses concepts related to designing training programs. It begins by defining training and development as activities aimed at transferring or modifying knowledge, skills, and attitudes through learning experiences. When designing training programs, the objectives must be considered as well as learner readiness, learning principles, and trainer characteristics. The document then outlines an 8-step process for designing training programs, including defining the purpose and audience, determining participant needs, setting goals and objectives, outlining content, developing activities, preparing evaluations, and planning for follow-up. Finally, it discusses design theories like elaboration theory and Gagne and Briggs theory that can be applied when choosing training methods.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
The document discusses the process of designing training programs. It outlines 8 key steps: [1] Define the purpose and audience; [2] Determine participants' needs; [3] Define goals and objectives; [4] Outline content; [5] Develop activities; [6] Prepare a written design; [7] Create evaluation forms; [8] Plan follow-up. The design process involves analyzing needs, designing content and structure, developing materials, implementing the program, and evaluating effectiveness. The overall goal is to create effective training that meets learners' needs and achieves the objectives.
This document discusses the development and importance of training materials. It outlines the key parts of an effective training design, including establishing a rationale and objectives, determining appropriate content and methodology, identifying participants and duration/location details, and planning for responsibilities, financing, evaluation, and follow-up activities. Effective training materials facilitate learning, skill adoption, and knowledge transfer, contributing to program success.
This document discusses the development and importance of training materials. It explains that training materials facilitate learning and contribute to the success of training programs by allowing trainees to adopt new skills, knowledge, and technologies. It also lists some key benefits of training materials such as facilitating understanding, stimulating participation, and preventing monotony. The document then outlines the typical parts of a training design, including the rationale, objectives, course content, methodology, participants, duration and site, responsibilities, financing, evaluation, and follow-up.
Chapter 10: Self Study Training on Objectives Team Web Africa
At this stage we should have collected a
considerable amount of information
about the target group and their training needs.
Now we can look at the development of objectives and detailed session content.
The document discusses training design, implementation, and evaluation. It outlines the 5 phases of the ADDIE model for instructional design: analysis, design, development, implementation, and evaluation. The analysis phase identifies learner characteristics and needs. The design phase deals with objectives, assessment, and content. Development creates materials. Implementation delivers training. Evaluation assesses effectiveness. Training methods can be on-the-job like coaching or off-the-job like lectures. The goal is to provide effective training that improves workplace skills.
edited Leveling-of-Expectation FOR INSETMei Miraflor
This document outlines the objectives and structure of an INSET training program for teachers. It includes:
1. The session objectives which are for participants to express expectations, identify outputs and outcomes, and understand training objectives.
2. An introductory activity where participants complete a worksheet individually to share what they know, what will make the training successful, expectations after training, and preparations made.
3. The training objectives which are to evaluate school progress and support teacher professional development and learning in 7 domains outlined in the Professional Standards for Teachers.
4. Target outcomes including understanding educational programs and projects, continuous professional learning, mid-year performance review, assisting all student types, and connecting teaching to learning outcomes.
DEVELOPMENT AND APPLICATION OF LEARN AND WORK ASSIGNMENTS (LWAs)Ghazally Spahat
The excessive pace of technology change and increasing complexity at the workplace require that employees continuously learn new job skills. In today’s learning organizations, work and learning are integrated.
This document outlines the objectives, schedule, and logistics of a 5-day in-service training program for teachers. The training aims to: 1) Express expectations for the program; 2) Identify outputs and outcomes; and 3) Demonstrate understanding of objectives. Sessions will cover topics like early literacy, numeracy, child protection policies, and cultural diversity. Groups will be formed to accomplish tasks and activities. Standards of professional behavior will be set. The training utilizes strategies like opening activities, analysis, clarification of concepts, and application activities.
In this presentation, you will know the different topics that are useful in implementing a curriculum that will serve as your guide to create a better and effective curriculum that will benefit the students, teachers, and the community.
Credits to this websites for the content:
http://www.fao.org/3/ah650e/ah650e03.htm
http://beonnjuil.blogspot.com/2016/03/reflection-2-roles-of-curriculum-workers.html#:~:text=What%20understand%20about%20Curriculum%20workers,to%20emphasize%20appropriate%20learning%20experience
https://dmiffleton.wordpress.com/2015/03/30/stages-of-curriculum-implementation/#:~:text=The%20curriculum%20implementation%20process%20can,broken%20down%20into%2012%20steps.
This document outlines the key components of effective lesson planning for elementary teachers. It defines a lesson plan and identifies its main parts: objectives, subject matter, instructional procedure, evaluation, and assignment. It differentiates between detailed, semi-detailed, and brief lesson plans. It also describes several teaching models that can be used in the instructional procedure, including discovery learning, inquiry learning, problem-based learning, cooperative learning, and the 4A's teaching approach. Finally, it provides guidance on preparing a lesson plan by selecting topics and objectives, including motivation, designing instruction, and planning evaluation activities.
The document introduces Green Africa Villages, a program aimed at creating sustainable communities in Africa. It discusses three meanings of "green" - treating people with ethics and life skills training, promoting health and sustainable livelihoods, and conserving the environment. Green Africa Villages bring people together around activities like renewable energy, agroforestry, and waste management to improve lives while reducing environmental impact like depletion of trees. Becoming a Green Africa Village provides benefits such as access to virtual markets, participation in sustainable development goals, and monitoring of community projects.
The document discusses the approach an auditor should take when conducting an internal audit. It emphasizes that the auditor's attitude and communication skills are critical for a successful audit. The auditor must create a positive environment and be a cooperative team member. They should understand communication barriers and make efforts to minimize them such as actively listening and considering cultural sensitivities. Proper interviewing techniques like asking open-ended questions and putting interviewees at ease are also important aspects discussed.
Objective evidence exists showing that:
a requirement has not been addressed
(intent)
practice differs from the defined system (implementation)
the practice is not effective
(effectiveness)
Systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled
Support, Operation, Performance Evaluation and Improvement ElementsTeam Web Africa
Ensure persons doing work under it’s control are aware of:
the environmental policy;
significant environmental aspects and related actual or potential environmental impacts associated with their work
their contribution to the effectiveness of the EMS;, including the benefits of environmental improved performance;
Availing resources
Communicating the importance of an effective EMS
Ensuring EMS achieves intended outcomes
Promoting continual improvement
Supporting other relevant management roles to demonstrates their leadership as its applies to their areas of responsibility.
ISO 14001 Context of the Organization Elements Team Web Africa
Understanding the Organization and its context
Understanding the needs and expectations of interested parties
Determining the scope of the EMS
Environmental Management System
Environmental Aspect – Element of within UNON – activities products or services that interacts or can interact with the environment
Environmental Impact – change to the environment whether adverse or beneficial, wholly or partially resulting from UNON environmental aspect
It is worth remembering that while a number of people can look at end and see the same picture /object/event they do not always see what we see.
We all tend to see things against a background of our experience
OVERVIEW -RS ISO22000 RS 184 HACCP QUIREMENTS (Chapter 0 - 2 )Team Web Africa
Course Objectives
Refresh knowledge, skills, strategies and understanding on delivering food safety management systems (FSMS) course in the food chain.
Provide an open forum for discussion, questions and answers in breakouts sessions
improve the confidence in training since there is micro/peer teaching sessions from each delegate.
ISO 22000 Clauses Requirements and Documentation training ISO 22000 RS 184 HA...Team Web Africa
This document discusses ISO 22000, an international food safety standard. It provides an overview of ISO as an organization, Rwanda's membership and benefits, the history and family of ISO 22000 standards. It also describes the application and scope of ISO 22000:2018, its four key pillars, and requirements in more detail. Finally, it notes that the domesticated Rwandan version can be purchased from Rwanda Standards Board.
RS184 HACCP Clauses Requirements and Documentation Training ISO 22000Team Web Africa
The document discusses RS 184 HACCP requirements and documentation training. It covers key aspects of HACCP including:
1. Documentation requirements for establishing a HACCP manual and controlling documents and records.
2. Management responsibilities for developing a food safety policy, defining roles and responsibilities, appointing a HACCP team leader, providing resources and reviewing the HACCP system.
3. Prerequisite programs that focus on facility design, equipment, and personnel hygiene to control hazards and prevent contamination.
Introduction Requirements and Documentation Training ISO 22000_rs 184 haccp_m...Team Web Africa
The objective of this course is to enable the delegates: 1 To gain knowledge on ISO 22000:2018
2 Gain knowledge of technical specifications
G-ISO/TS 22002-5:2019-Prerequisite programmes on food safety — Part 5: Transport and storage
D-ISO/TS 22002-6:2016-Prerequisite programmes on food safety — Part 6: Feed and animal food production
E-ISO/TS 22002-2:2013-Prerequisite programmes on food safety — Part 2: Catering
3. Food hygiene principles
4 Prepare documentation for the FSMS
This document outlines prerequisite programs for food safety in catering. It discusses the layout of premises including infrastructure, workspace design, lighting, ventilation, and facilities for personal hygiene. It also covers water supply, equipment and utensils, personnel hygiene training and health, and purchasing management. The document provides detailed requirements and guidelines for these prerequisite programs to ensure food safety.
This document outlines prerequisite programs for transport and storage as it relates to food safety. It discusses general requirements for transport and storage including categorizing product groups, preventing contamination during transport and loading/unloading, and maintaining suitable conditions. It also provides details on facilities, equipment, purchasing controls, and specific transport and storage operations that are important to control food safety hazards.
ISO 22000 Requirements Documentation Training Team Web Africa
This document discusses prerequisite programs for animal feed production facilities. It outlines requirements for facility design, layout, utilities, waste disposal, and equipment cleaning and maintenance. The goals are to prevent contamination, control food safety hazards, and allow for proper operations, cleaning and maintenance. Specific requirements addressed include facility construction, traffic flow, storage conditions, water quality, ventilation, drainage, and ensuring equipment is suitable for its purpose and can be properly cleaned.
The document provides an introduction to Hazard Analysis and Critical Control Points (HACCP). It defines HACCP and explains that it is a preventative food safety system that identifies hazards and puts control measures in place at critical points during food production. The document outlines the key aspects of developing and implementing a HACCP plan, including hazard analysis, identifying critical control points, establishing critical limits, and monitoring procedures. It also discusses documentation requirements for the HACCP manual and records.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
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The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
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The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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2
LEARNING PROCESS
(INTRODUCTION)
TRAINING
1. Who? Who will you train?
2. Need? What training do they need? What do they want to be able to
do?
3. Content? What information and skills will you have to include in the
training?
4. Planning? Bring it all together – Content, timing sequencing, preparation
5. Method? What are the most suitable training methods to use?
6. Evaluation? Can they do what you set out to train them to do? Checking on
the impact of the training?
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Training action
Get a clear picture/description (profile) of the
people you will be training. We call this our
Target Group Profile
Some examples of target groups you may
encounter:
LEARNING PROCESS
(INTRODUCTION)
SERVICE
PROVIDERS
PROCESS
MANAGERS
FARMERS
PRODUCERS
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The experience and ability of individual and
groups will be different and these differences
need to be accurately identified so that
planning and the choice of training methods
can closely match the learner’s needs.
LEARNING PROCESS
(INTRODUCTION)
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STEP 2. Need?
Training action
Once a target group profile has been
developed the trainer can progress to
carrying out a Training Needs Analysis
(TNA).
The TNA helps the trainer to find out what
the trainees already know and what
training they need to reach the level of
performance required to do their work
successively.
LEARNING PROCESS
(INTRODUCTION)
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In simple terms we try to get the answers to two
questions. These are;
What can our target group do now? (Before
training)
What it is we want our target group to do?
(After training)
LEARNING PROCESS
(INTRODUCTION)
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By comparing these answers we will be able
to identify the target group training or
performance gaps.
Filling this gap is similar to trying to find the
pieces in a jigsaw.
You have to look around to find the pieces
that fit the gaps that are left.
LEARNING PROCESS
(INTRODUCTION)
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STEP 3. Contents?
When you have specified your target
group and decided the new abilities you
want them to develop.
(What new things they will have to be able
to do), you can then work on identifying
what new knowledge, skills and attitudes
they will have to develop to achieve these
new abilities.
LEARNING PROCESS
(INTRODUCTION)
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We describe what we want the trainees to do
(achieve) in a certain way. These are
Learning Objectives
An example is:
The trainee will identify the main stages in
the life cycle of the Diamond Black Moth and
describe the main physical features of each
stage.
LEARNING PROCESS
(INTRODUCTION)
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STEP 4. Planning?
Planning is a central process in training.
Planning allows us to bring together all the
information gathered in steps one to three.
The main purpose of planning is to decide
how the training is to be structured and
delivered. Usually this will mean:
LEARNING PROCESS
(INTRODUCTION)
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Usually this will mean:
Deciding the overall time that can be
allocated to the training
Deciding how to allocate that time to the
topics to be covered
Deciding where and when the training is to
be carried out
Deciding what facilities and equipment are
needed
LEARNING PROCESS
(INTRODUCTION)
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Developing a detailed programme which
states the overall objectives and allocate
objectives to each sub-section or session in
the training course
Specifying objectives to achieve the
programme
Ensuring that the programme is logical and
each session is building on the previous
session
LEARNING PROCESS
(INTRODUCTION)
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The trainer uses objectives as the starting point
in developing the ‘Training Plan’.
Planning is often difficult as it is usually
necessary to make compromises where there is
not enough time to cover all the topics, where
there is a shortage of resources, where the
target group is from a very wide background and
many similar restrictions.
LEARNING PROCESS
(INTRODUCTION)
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Most trainers try to cover too much in the time
available and that is why it is essential to have
clear objectives and to stick to these when
planning and delivering training sessions. In
planning each session we begin by stating what
we want our trainees to do (the objective).
LEARNING PROCESS
(INTRODUCTION)
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Objectives are like blocks; they are used to
build the training programme…
…and to achieve the final overall training
course objectives.
LEARNING PROCESS
(INTRODUCTION)
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Once you have developed the session
objective (s) from the information contained
in the target group profile and the training
needs analysis.
You can then consider what technical content
and structure of the session you should have
to enable the trainees to successfully achieve
the objective.
LEARNING PROCESS
(INTRODUCTION)
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STEP 5. METHOD?
Choosing effective training methods can
be quite difficult for new trainees.
However, with practice, their skills in
using training methods will grow and their
impact as trainers will improve.
The action verb in the objectives gives
trainers some good direction on what
training methods and approaches to use.
LEARNING PROCESS
(INTRODUCTION)
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Training methods may include explanation,
discussion, question and answer, diagrams
and visual aids, models, real examples and
material, problem solving, group work,
demonstrations and practice.
The training methods you choose will have to
fit closely with the target group you are
training and what you are trying to teach. If it
is a practical process or task you will have to
ensure that trainees are given enough
practice after demonstration.
LEARNING PROCESS
(INTRODUCTION)
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If it is a complicated concept you may need
to prepare simple diagram to help
understanding.
If it is new ideas or methods you are trying to
promote, you will have to include discussion
sessions and group work so that trainees
have time to explore the new ideas and the
implications of change for them
LEARNING PROCESS
(INTRODUCTION)
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STEP 6. EVALUATION?
Finally, like any process that you want to
improve, you must try to assess and evaluate
your training so that you can use the
feedback to improve the training process and
the trainee learning.
Check if your trainees have achieved your
objectives in each session is an effective way
of testing your effectiveness as trainer.
LEARNING PROCESS
(INTRODUCTION)
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However the improvement and longer term
impact of training also needs to be looked at
in terms of its impact on the quality of work
trainees achieve in the longer term.
Trainers needs to work together on
continuously evaluating their work and
trainee success so that training is accurately
matching the needs of the trainee and is
achieving improvements in the area in which
trainees are working.
LEARNING PROCESS
(INTRODUCTION)
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It is also necessary to remember that
training cannot always succeed if the
trainees work environment is not good.
New skills cannot be applied if there are
insufficient resources to support
improvement or managers are unable to
support new working approaches.
The environment to which trainees will return
after training also needs to be considered if
training is to be effective.
Remember the 5 “P” steps in training.
LEARNING PROCESS
(INTRODUCTION)
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Three styles of training will be presented:
Teaching
Demonstration
Discovery
STYLES OF TRAINING
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Teaching
This method is recommended to allow the
student to identify the stages of the process
What I do
1. Make a detailed plan;
2. Restrict the presentation to 20 minutes;
3. Use concrete examples;
4. Ask questions to focus the trainee’s attention.
STYLES OF TRAINING
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Principles
1. Use of presentations to transmit knowledge;
2. Makes time management easier and permit
the maximum amount of information to be
transmitted in the minimum amount of time.
What the student does
• Listens
• Thinks
• Reacts to my questions
STYLES OF TRAINING
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Note of caution
Put a time limit on the presentation.
Use it to summarize following active student
participation.
Use visual material, examples, stories,
anecdotes.
STYLES OF TRAINING
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Demonstration
– This method is recommended in a situation where
training is done on site
What I do
1. I show and the student observes;
2. I ask the trainee to say what he or she has
understood;
3. I do, the trainee copies what I have done
and explains the way of doing it. I check and
correct.
4. I ask the trainee to say what he or she has
done
STYLES OF TRAINING
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Principles
1. Show
2. Make the students do
3. Make the students tell
What the student does
•observes
• Listens
• Repeats
• Copies
• Does, tests
• Asks
STYLES OF TRAINING
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Note of caution
This is an effective method for teaching a
specific technique.
The trainer and the trainee are in a situation of
security.
STYLES OF TRAINING
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Discovery
This method is recommended when the
audience is far from the subject
What I do
1. I provide instructions and essential
information for solving the next problem;
2. I provide the tools;
3. I am available. I am a “resource person”
during the task;
4. I make a summary based on the solutions
suggested by the trainee.
STYLES OF TRAINING
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Principles
1. To teach through trial and error;
2. To use the trainee’s personal experience to
understand a situation and solve a problem
What the student does
• Thinks
•Finds out for himself
• Tests his solutions
Note of caution
Provide information and advice in careful doses.
Avoid feeling “trapped”.
STYLES OF TRAINING
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Determine in advance any difficulty in the
proposed exercise.
Set aside time to summarize.
STYLES OF TRAINING
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SIOM =
S = SUBJECT,
I = INTRODUCTION,
O = OBJECTIVE,
M = METHODOLOGY.
THE SIOM
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The SIOM is a framework that must
systematically be used to prepare a training
programme and, in particular, each training
session.
It will serve as a basis to moderate the
different training stages, particularly when
you introduce each training sequence.
Topic of the training (Subject)
It is the theme that will be developed during
the training course.
For example: developing OPRPs for
receiving of raw materials
THE SIOM
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Benefit of the training (Introduction)
It is the benefit that the individual trainees or
the group as a whole can draw from the
training.
THE SIOM
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Objective of the training
It is the result to be achieved at the end of
the training course.
THE SIOM
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Method
You must design a series of steps to achieve the objectives
you have defined, to set an approximate duration for each
step in order to comply with your schedule.
For example:
1. Lecture on OPRP (20 minutes),
2. DEVELOPING A HACCP PLAN (20 minutes),
3. Lecture on HAZARDS AND RISKS (20 minutes),
4. Practical exercise on a selected site (180 minutes);
5. General debriefing and evaluating the session of the day
(20 minutes).
THE SIOM
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Example of a training method: Lecture-based
method: choosing a training technique
The lecture
Lecturing is an indispensable method in addressing
an audience.
It consists:
Communicating something to someone in a
specific context
This particular communication situation involves
two stages in time:
Preparation
Presentation
THE SIOM
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Organize the content of the lecture
A. Introduction
Introduce yourself:
– Define your role and specify the global context of your action.
“Hook” your audience: Establish a rapport
– Establish a contact with listeners
– Draw their attention
– Arouse their curiosity
– Deliver the basic message
– Initiate a collective thought process
– Present the objectives, the structure and the schedule
– Give the audience an orientation
– Define a framework
– Provide a general idea of the different themes that will be addressed
THE SIOM
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B. Development
Hold the attention of your audience
Be concrete (real)
Illustrations, examples, structural or
provocative questions
Keep interacting with your audience
Involve the audience
Remain within the framework of your
objective
Present a logical structure following – for
example -- a chronological, a thematic, a
problem-solution plan, a spatial or causal
THE SIOM
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C. Conclusion
Provide a synthesis (summary)
Repeat your basic message
Motivate the audience
Leave a lasting impression on your audience
Spark off a special moment of close contact
with your audience
End your intervention
THE SIOM