IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
This document discusses behavioral interviews and competency frameworks. It provides details on:
- The key features and steps of behavioral interviews, which ask applicants to describe past behaviors to determine suitability.
- Guidelines and an outline for conducting behavioral interviews, including introducing the interview, discussing job responsibilities, gaining behavioral examples, and concluding.
- Competency frameworks define the competencies required by an organization. Elements include proficiency levels, role profiles, competency definitions, and assessment data.
- Benefits of competency frameworks include linking objectives, ensuring employee clarity, and competency development.
Training on Competency-Based Behavioural Interview (CBBI)qblade
The purpose of this training report is to discuss the design, delivery and evaluation of a training session based on personnel recruitment using the Competency Based Behavioural Interview process (CBBI).
Behavior Based Intervewing Ihrd Workshop Chandramowlygueste6e6f5f
The document discusses behavioral event interviewing (BEI) as an interview technique. BEI is based on the premise that past behavior is the best predictor of future behavior. It allows interviewers to gain detailed job-related examples from candidates, assess past performance, and assess competencies. BEI involves asking candidates to describe specific past experiences to demonstrate competencies required for the job. The document also notes some of the benefits of BEI, such as reducing costly hiring mistakes by better predicting future job performance.
This document discusses competency-based interviews, which are commonly used in the pharmaceutical industry. [1] Competency-based interviews focus on evaluating applicants based on behavioral examples that demonstrate competencies relevant to the job. [2] Interviewers will ask questions designed to probe specific skills and behaviors and ask applicants to provide real examples from their past experience. [3] Preparing for these interviews involves researching the competencies important for the role and developing examples from one's background that illustrate these competencies.
The document discusses behavioral-based interviews which focus on evaluating a candidate's past behavior and performance to predict future behavior. It describes using simulations and pre-employment tests during interviews to reveal skills beyond what is listed on a resume. Effective interviews involve asking candidates questions about how they would handle specific work situations. The document also provides guidance on making solid hiring decisions, including using a weighted scale to rate candidates and knowing when an offer should be pursued or negotiated.
This document provides an introduction to competency-based interviews. It explains that many top companies now use competency-based systems to select, evaluate, train, pay, and promote employees. Competencies are the key characteristics that differentiate top performers. The document outlines what competency-based interviews are, how they have become more sophisticated over time, and stresses that candidates must understand and adapt to these changes in order to succeed during interviews at leading organizations.
In this file, you can ref competency based interview tips with interview questions & answers, other competency based interview tips materials such as: interview thank you letters, types of interview questions
This document discusses behavioral interviews and competency frameworks. It provides details on:
- The key features and steps of behavioral interviews, which ask applicants to describe past behaviors to determine suitability.
- Guidelines and an outline for conducting behavioral interviews, including introducing the interview, discussing job responsibilities, gaining behavioral examples, and concluding.
- Competency frameworks define the competencies required by an organization. Elements include proficiency levels, role profiles, competency definitions, and assessment data.
- Benefits of competency frameworks include linking objectives, ensuring employee clarity, and competency development.
Training on Competency-Based Behavioural Interview (CBBI)qblade
The purpose of this training report is to discuss the design, delivery and evaluation of a training session based on personnel recruitment using the Competency Based Behavioural Interview process (CBBI).
Behavior Based Intervewing Ihrd Workshop Chandramowlygueste6e6f5f
The document discusses behavioral event interviewing (BEI) as an interview technique. BEI is based on the premise that past behavior is the best predictor of future behavior. It allows interviewers to gain detailed job-related examples from candidates, assess past performance, and assess competencies. BEI involves asking candidates to describe specific past experiences to demonstrate competencies required for the job. The document also notes some of the benefits of BEI, such as reducing costly hiring mistakes by better predicting future job performance.
This document discusses competency-based interviews, which are commonly used in the pharmaceutical industry. [1] Competency-based interviews focus on evaluating applicants based on behavioral examples that demonstrate competencies relevant to the job. [2] Interviewers will ask questions designed to probe specific skills and behaviors and ask applicants to provide real examples from their past experience. [3] Preparing for these interviews involves researching the competencies important for the role and developing examples from one's background that illustrate these competencies.
The document discusses behavioral-based interviews which focus on evaluating a candidate's past behavior and performance to predict future behavior. It describes using simulations and pre-employment tests during interviews to reveal skills beyond what is listed on a resume. Effective interviews involve asking candidates questions about how they would handle specific work situations. The document also provides guidance on making solid hiring decisions, including using a weighted scale to rate candidates and knowing when an offer should be pursued or negotiated.
This document provides an introduction to competency-based interviews. It explains that many top companies now use competency-based systems to select, evaluate, train, pay, and promote employees. Competencies are the key characteristics that differentiate top performers. The document outlines what competency-based interviews are, how they have become more sophisticated over time, and stresses that candidates must understand and adapt to these changes in order to succeed during interviews at leading organizations.
In this file, you can ref competency based interview tips with interview questions & answers, other competency based interview tips materials such as: interview thank you letters, types of interview questions
Nucleus creating a structured interview proccessJon Surman
This document provides guidance on creating a structured interview process. It recommends establishing consistency by giving all interviews the same format and questions. General interview questions should assess cultural fit by exploring a candidate's vision, values, and long-term satisfaction. Role-specific questions should evaluate hard skills and experiences relevant to the job. The document also stresses the importance of setting evaluation criteria and a rating scale that the entire hiring team understands and uses to consistently assess candidates.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Understanding behavior-based interviewing by Paul C. Green, PhDMike Durand
The behavior-based interviewing strategy has become the most widely accepted method for conducting job interviews. It is based on the premise that past actions are the best predictor of future performance. Effective behavior-based interviews use a structured format with questions about specific examples from the candidate's past work experiences. This allows the interviewer to evaluate skills and predict how the candidate will perform in the new job. While not perfect, the behavior-based approach provides a reasonable, research-based method for selecting the best candidates.
The document provides guidance on how to write effective performance appraisals. It discusses putting personal opinions aside and focusing on job responsibilities and quantitative metrics when possible. The employee should provide their highlights and the appraisal should start by praising achievements before constructively addressing areas for improvement. Goals for the next review period should then be set. The document also outlines several common performance appraisal methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
Presentation on Behavioral InterviewingKate Moreland
This document provides an overview of behavioral interviewing techniques used by employers. It explains that behavioral interviewing assesses a candidate's past performance in similar situations as the best predictor of future performance. Candidates should prepare compelling stories from their own experiences that demonstrate how their skills match the employer's needs. The CALL method is recommended for structuring answers with the Circumstances, Actions, and Lasting Legacy of each experience. Sample behavioral interview questions target skills like decision making, leadership, motivation, communication, interpersonal skills, planning and organization. Candidates should review the job description, research the company, and develop detailed yet succinct stories from their past to demonstrate these skills through behavioral interviews.
The document provides guidance on effective interviewing skills. It discusses the key dimensions of an interview including the task, rapport, assessment and communication dynamics. It outlines the roles of an interviewer and essential skills like relationship building, listening, observation, questioning and competency-based interviewing. Competencies like entrepreneurship, relationship building, selling, customer service and communication are prioritized. Behavioral descriptors are provided to assess competencies through examples from a candidate's past experiences.
Support worker mental health performance appraisallucaschaplin8
This document provides information and resources for performance evaluations of support workers in mental health. It includes:
1. Links to free ebooks and resources on performance appraisal forms, phrases, methods, and key performance indicators.
2. A sample job performance evaluation form spanning 7 pages with sections to rate performance factors, document strengths, areas for improvement, and signatures.
3. A section with examples of performance review phrases for evaluating different skills areas like attitude, creativity, decision-making, interpersonal skills, and teamwork.
4. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident technique, behaviorally anchored rating scales, and 360 degree feedback.
This document discusses competency-based interviews. It begins by explaining that competency-based interviews are structured interviews based on assessing key competencies important for the role. It recommends answering competency-based questions using the STAR format: describing the Situation, the Tasks you undertook, the Actions you took, and the Results. Finally, it provides an example competency-based question for the role of Director of Marketing focusing on creativity and innovation.
Community psychiatric nurse performance appraisallibertymichel112
This document provides information and materials for evaluating the performance of a community psychiatric nurse, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
Intensive care nurse performance appraisaljeepjordan46
This document provides information and resources for evaluating the performance of an intensive care nurse, including:
1. Sample performance appraisal forms for intensive care nurses with rating scales and categories like knowledge, skills, teamwork, decision making.
2. Examples of performance review phrases that could be used in appraising an intensive care nurse's strengths, weaknesses, and overall performance.
3. An overview of the top 12 methods that can be used to evaluate an intensive care nurse's performance, such as management by objectives, critical incident reviews, behaviorally anchored rating scales, and 360 degree/multi-rater feedback.
The document discusses selection interviews and methods. It defines selection as the process of gathering and analyzing information about a person for a new job. There are two stages: defining job requirements and setting up the selection method accordingly. Important selection factors include education, experience, tests, and interviews. Behavioral interviews based on job criteria are recommended. The document also discusses interview types, common interview mistakes, and effective questioning techniques.
This document provides an overview of a training session on behavioral descriptive interviewing. The objectives are to learn behavioral interviewing techniques, discuss competencies needed for caretaker roles, and practice interview skills. The training covers topics such as developing competency-based interview questions using the STAR method, conducting lawful interviews, using probing questions, and giving effective feedback. Trainees practice their skills by participating in mock interviews and providing feedback. The goal is to help participants select job candidates using an objective, legally sound process focused on evaluating demonstrated competencies and behaviors.
The document provides an overview of performance evaluation training at Terrasol Kenya Limited. It defines key terms like performance, evaluation, job description, and vision. It explains the purpose of performance evaluations is to evaluate employee performance and identify training needs. Performance should be evaluated on factors like job knowledge, judgment, reliability, customer service, productivity, and communication skills. Evaluations are meant to help employees grow, identify issues, document performance, and provide feedback. Interpersonal skills that indicate strong performance include understanding others, managing relationships, cooperation, a positive attitude, respect, appropriate contact, and active listening.
This document provides information on coaching for optimal performance. It discusses the benefits of good coaching, characteristics of an effective coach, elements of coaching sessions, communication skills, and a five step process for coaching. Good coaching can improve employee performance, help develop competence, diagnose and correct performance problems, and foster productive relationships. Key characteristics of a good coach include being positive, goal-oriented, supportive, focused, and observant. The five steps of coaching involve describing performance issues, discussing causes, identifying solutions, developing an action plan, and conducting follow-up.
This document contains materials for evaluating the performance of a nursing clinical instructor, including:
1. A multi-page nursing clinical instructor performance evaluation form with ratings scales for evaluating an instructor's performance on various factors like administration, communication, teamwork, and customer service.
2. Examples of performance review phrases that could be used in the evaluation, including phrases about attitude, creativity, innovation, and decision-making.
3. A list of additional resources for performance evaluations like sample job descriptions, goals and objectives, and self-appraisal forms.
The evaluation form and phrases are meant to provide a structured way to assess a nursing clinical instructor's job performance and areas for improvement.
This document provides a training schedule for various self-management, leadership, sales, financial management, customer service, and oil and gas-specific skill courses offered by PT. IPDC Consulting & Advisory between January and December 2016. The majority of courses are 2-3 days in length and will take place in Jakarta, Bogor, Bandung, Jogjakarta, and Surabaya. The document lists over 90 different course titles organized by topic area and indicates the scheduled dates for each course over the calendar year. Contact information is provided at the end for those interested in learning more.
Nucleus creating a structured interview proccessJon Surman
This document provides guidance on creating a structured interview process. It recommends establishing consistency by giving all interviews the same format and questions. General interview questions should assess cultural fit by exploring a candidate's vision, values, and long-term satisfaction. Role-specific questions should evaluate hard skills and experiences relevant to the job. The document also stresses the importance of setting evaluation criteria and a rating scale that the entire hiring team understands and uses to consistently assess candidates.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Understanding behavior-based interviewing by Paul C. Green, PhDMike Durand
The behavior-based interviewing strategy has become the most widely accepted method for conducting job interviews. It is based on the premise that past actions are the best predictor of future performance. Effective behavior-based interviews use a structured format with questions about specific examples from the candidate's past work experiences. This allows the interviewer to evaluate skills and predict how the candidate will perform in the new job. While not perfect, the behavior-based approach provides a reasonable, research-based method for selecting the best candidates.
The document provides guidance on how to write effective performance appraisals. It discusses putting personal opinions aside and focusing on job responsibilities and quantitative metrics when possible. The employee should provide their highlights and the appraisal should start by praising achievements before constructively addressing areas for improvement. Goals for the next review period should then be set. The document also outlines several common performance appraisal methods like ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
Presentation on Behavioral InterviewingKate Moreland
This document provides an overview of behavioral interviewing techniques used by employers. It explains that behavioral interviewing assesses a candidate's past performance in similar situations as the best predictor of future performance. Candidates should prepare compelling stories from their own experiences that demonstrate how their skills match the employer's needs. The CALL method is recommended for structuring answers with the Circumstances, Actions, and Lasting Legacy of each experience. Sample behavioral interview questions target skills like decision making, leadership, motivation, communication, interpersonal skills, planning and organization. Candidates should review the job description, research the company, and develop detailed yet succinct stories from their past to demonstrate these skills through behavioral interviews.
The document provides guidance on effective interviewing skills. It discusses the key dimensions of an interview including the task, rapport, assessment and communication dynamics. It outlines the roles of an interviewer and essential skills like relationship building, listening, observation, questioning and competency-based interviewing. Competencies like entrepreneurship, relationship building, selling, customer service and communication are prioritized. Behavioral descriptors are provided to assess competencies through examples from a candidate's past experiences.
Support worker mental health performance appraisallucaschaplin8
This document provides information and resources for performance evaluations of support workers in mental health. It includes:
1. Links to free ebooks and resources on performance appraisal forms, phrases, methods, and key performance indicators.
2. A sample job performance evaluation form spanning 7 pages with sections to rate performance factors, document strengths, areas for improvement, and signatures.
3. A section with examples of performance review phrases for evaluating different skills areas like attitude, creativity, decision-making, interpersonal skills, and teamwork.
4. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident technique, behaviorally anchored rating scales, and 360 degree feedback.
This document discusses competency-based interviews. It begins by explaining that competency-based interviews are structured interviews based on assessing key competencies important for the role. It recommends answering competency-based questions using the STAR format: describing the Situation, the Tasks you undertook, the Actions you took, and the Results. Finally, it provides an example competency-based question for the role of Director of Marketing focusing on creativity and innovation.
Community psychiatric nurse performance appraisallibertymichel112
This document provides information and materials for evaluating the performance of a community psychiatric nurse, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, strengths, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating various skills and behaviors.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback.
Intensive care nurse performance appraisaljeepjordan46
This document provides information and resources for evaluating the performance of an intensive care nurse, including:
1. Sample performance appraisal forms for intensive care nurses with rating scales and categories like knowledge, skills, teamwork, decision making.
2. Examples of performance review phrases that could be used in appraising an intensive care nurse's strengths, weaknesses, and overall performance.
3. An overview of the top 12 methods that can be used to evaluate an intensive care nurse's performance, such as management by objectives, critical incident reviews, behaviorally anchored rating scales, and 360 degree/multi-rater feedback.
The document discusses selection interviews and methods. It defines selection as the process of gathering and analyzing information about a person for a new job. There are two stages: defining job requirements and setting up the selection method accordingly. Important selection factors include education, experience, tests, and interviews. Behavioral interviews based on job criteria are recommended. The document also discusses interview types, common interview mistakes, and effective questioning techniques.
This document provides an overview of a training session on behavioral descriptive interviewing. The objectives are to learn behavioral interviewing techniques, discuss competencies needed for caretaker roles, and practice interview skills. The training covers topics such as developing competency-based interview questions using the STAR method, conducting lawful interviews, using probing questions, and giving effective feedback. Trainees practice their skills by participating in mock interviews and providing feedback. The goal is to help participants select job candidates using an objective, legally sound process focused on evaluating demonstrated competencies and behaviors.
The document provides an overview of performance evaluation training at Terrasol Kenya Limited. It defines key terms like performance, evaluation, job description, and vision. It explains the purpose of performance evaluations is to evaluate employee performance and identify training needs. Performance should be evaluated on factors like job knowledge, judgment, reliability, customer service, productivity, and communication skills. Evaluations are meant to help employees grow, identify issues, document performance, and provide feedback. Interpersonal skills that indicate strong performance include understanding others, managing relationships, cooperation, a positive attitude, respect, appropriate contact, and active listening.
This document provides information on coaching for optimal performance. It discusses the benefits of good coaching, characteristics of an effective coach, elements of coaching sessions, communication skills, and a five step process for coaching. Good coaching can improve employee performance, help develop competence, diagnose and correct performance problems, and foster productive relationships. Key characteristics of a good coach include being positive, goal-oriented, supportive, focused, and observant. The five steps of coaching involve describing performance issues, discussing causes, identifying solutions, developing an action plan, and conducting follow-up.
This document contains materials for evaluating the performance of a nursing clinical instructor, including:
1. A multi-page nursing clinical instructor performance evaluation form with ratings scales for evaluating an instructor's performance on various factors like administration, communication, teamwork, and customer service.
2. Examples of performance review phrases that could be used in the evaluation, including phrases about attitude, creativity, innovation, and decision-making.
3. A list of additional resources for performance evaluations like sample job descriptions, goals and objectives, and self-appraisal forms.
The evaluation form and phrases are meant to provide a structured way to assess a nursing clinical instructor's job performance and areas for improvement.
This document provides a training schedule for various self-management, leadership, sales, financial management, customer service, and oil and gas-specific skill courses offered by PT. IPDC Consulting & Advisory between January and December 2016. The majority of courses are 2-3 days in length and will take place in Jakarta, Bogor, Bandung, Jogjakarta, and Surabaya. The document lists over 90 different course titles organized by topic area and indicates the scheduled dates for each course over the calendar year. Contact information is provided at the end for those interested in learning more.
Behavioral Event Interview Training for Islamic School ManagersMierza Miranti
This document discusses behavioral event interview (BEI) training for managers of Islamic schools. It explains that BEI involves asking candidates to describe past situations and experiences to predict future performance. The document recommends using the I-STAR approach for Islamic BEIs, which focuses on the basis of decisions in Islam. It provides guidance on creating a BEI template, practicing probing questions, conducting the interview, and evaluating candidates after the interview. The goal is to assess cultural fit and skills through discussion of real experiences rather than philosophical views.
Dokumen tersebut membahas tentang diklat dan pengembangan serta langkah-langkah pelaksanaannya dalam upaya meningkatkan kinerja karyawan perusahaan yang dipengaruhi oleh beberapa faktor seperti dukungan manajemen, kemajuan teknologi, dan kompleksitas organisasi. Prosesnya terdiri dari penilaian kebutuhan, perencanaan, pelaksanaan, dan evaluasi.
Training Motivasi ESQ Jakarta 0821-1177-8165Asep Lukman
ESQ Leadership Center didirikan pada tahun 2000 dan telah menyelenggarakan pelatihan kepemimpinan bagi hampir 1,5 juta orang di Indonesia dan beberapa negara lain. Pelatihan ESQ 165 bertujuan membangun karakter peserta secara intelektual, emosional, dan spiritual agar mampu bekerja dengan baik dalam tekanan dan selalu berusaha untuk memperbaiki diri. Pelatihan ini akan diselenggarakan pada 4-6 November 2016 di Jakarta untuk
Dokumen ini membahas tentang pelatihan mengembangkan potensi diri dan sikap positif. Pelatihan ini bertujuan agar peserta memahami cara mengembangkan potensi diri dan sikap positif seperti semangat 'can do' melalui metode seperti berpikir positif dan menanamkan sugesti mandiri setiap hari. Dokumen ini juga membahas pendapat psikolog tentang manusia dapat merubah hidupnya dengan merubah cara berpikir dan conto
Dokumen tersebut memberikan penjelasan tentang potensi diri, termasuk pengertian, jenis, cara mengetahui, mengembangkan, dan mengaktivasi potensi diri secara intelektual dan emosional. Dokumen juga membahas hambatan dalam pengembangan potensi diri dan cara untuk mengatasinya.
Top 10 behavioral specialist interview questions and answersjobbking39
This document provides sample answers to common behavioral interview questions for a behavioral specialist position. It includes responses to 10 typical questions, such as why the applicant wants the job, what challenges they are looking for, and what they have learned from past mistakes. Additional resources on interview preparation are also listed, such as ebooks on common interview questions and secrets to winning job interviews.
Pemerintah mengumumkan paket stimulus ekonomi baru untuk menyelamatkan bisnis dan pekerjaan. Stimulus ini meliputi insentif pajak, bantuan langsung untuk UMKM, serta subsidi upah bagi perusahaan yang menahan PHK. Langkah ini diharapkan dapat mendorong pertumbuhan kembali dan menekan angka pengangguran.
Manusia diciptakan oleh Tuhan sebagai makhluk paling sempurna karena memiliki akal dan keinginan. Semua manusia diciptakan sama dari zat yang sama dan mengalami proses pembentukan yang sama di dalam rahim, namun yang membedakan adalah nilai dan karakter yang dipengaruhi lingkungan. Untuk menjadi manusia yang baik, perlu mengingat hakikat kemanusiaan dan memberikan manfaat kepada orang lain.
Pelatihan ini bertujuan untuk memotivasi karyawan dalam mengembangkan potensi diri dan peningkatan kinerja dengan memahami faktor-faktor yang mempengaruhi kinerja seperti motivasi, kelemahan dan kelebihan diri, serta mengajarkan cara mengubah kelemahan menjadi kelebihan. Pelatihan ini diharapkan dapat meningkatkan produktivitas perusahaan.
This document discusses project management techniques CPM and PERT. It begins by defining a project and project management. It then discusses network planning methods including CPM and PERT. The four steps to managing a project with these methods are described: describing the project, diagramming the network, estimating time of completion, and monitoring progress. Key concepts like activities, precedence relationships, and events are also defined. The document goes on to provide details on CPM and PERT, including estimating time, determining critical paths, and differences between the two methods.
Potensi Kehidupan adalah ciri-ciri khusus yang diberikan oleh Sang Pencipta yang menyebabkan setiap makhluk tetap mampu bertahan hidup.
Naluri tidak dapat dibunuh atau dihancurkan. Yang memungkinkan hanyalah dialihkan pada yang lain, atau ditekan.
Plastic poses serious threats to the environment and human life. It pollutes oceans and beaches, kills animals that ingest it, and takes over 1000 years to decompose. The production of plastic involves toxic chemicals like benzene that can cause cancer. Recycling plastic is also hazardous due to toxic fumes. Individual actions like reducing single-use plastic bag use and recycling bags can help address this problem.
IPDC Training - Self Management in The Workplace (Achieve Personal and Profes...IPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
IPDC Training - Leadership Skills for Managing Greater Business PerformanceIPDC Training Institute
This document outlines the agenda for a 3-day leadership development program. Day 1 focuses on self-awareness, communication skills, and change management. Day 2 covers leadership challenges, planning, problem-solving, and decision-making. Day 3 involves building high-impact teams, coaching, service excellence, and developing action plans. The program aims to enhance leadership skills for managing business performance through interactive sessions, assessments, and developing commitments.
IPDC Training - Leadership Skills in Transforming the Company Core ValuesIPDC Training Institute
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Ipdc training 2014 leadership training for managers and supervisorsBun Sucento
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
This course provides business writing skills as they relate to the drafting of emails, memos and business letters. During this course, we will describe and apply structuring and business writing techniques designed to cater for the modern business and international organization environment.
Learning is essential part for every organizational growth and development. Every world-class institution realize that high quality learning process is what eventually set them apart from the average. Learning & Development are not a static activity, it always dynamically evolves, we therefore need a high-quality framework to catch up with this evolution of performance needs. 4-MAT System was developed by Dr. Bernice McCarthy as a transformative learning framework which engage the whole function of brain in learning and processing information.
HR TRAINING & DEVELOPMENT FINAL PROJECT YOUSAF BROAST RESTAURANT.PPT.pptxSaminaNawaz14
1. The document outlines the training design process for Yousaf Broast Restaurant staff. It discusses conducting a needs assessment, ensuring employee readiness, creating a learning environment, selecting training methods, and evaluating the program.
2. The needs assessment involves analyzing the organization, employees, and job tasks to identify training needs. Ensuring employee readiness includes evaluating motivation, self-efficacy, and basic skills.
3. Creating a learning environment establishes objectives, materials, practice, feedback, and administration. Training methods include presentations, hands-on activities, and groups. The evaluation measures knowledge, skills, attitudes, results, and return on investment.
Managing the process and workload is just not enough nowadays. Instead, the modern manager needs to be able to motivate their team, be able to manage change, deal with difficult people, manage performance, they need to be able to coach and develop their staff – the list goes on!
Basic Management Training will provide participants with an excellent foundation in all of the skills and behaviors required to be an outstanding supervisors or team leaders.
Organizations depend on communication for success. Their people communicate through presentations to large and small groups, inside and outside the organization. Effective presenters are the leaders in the organization; they are first in line for promotions and raises; they are successful and trusted managers and executives. Leadership requires excellent presentation skills.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
IPDC has been facilitating a considerably numbers of public trainings and in-house training programs in Performance Management and Appraisal Skills for the last 15 years
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
IPDC TRAINING - Negotiation Skills for Procurement and Contract SpecialistIPDC Training Institute
This 3-day course is designed to enhance awareness of key concepts relating to negotiation and essential procurement and contract management skills, and provide a safe environment in which to experiment, practice and receive feedback using “real play” procurement and contract management scenarios (using video if preferred).
Ipdc training 2014 mentoring & coaching skills Bun Sucento
IPDC TRAINING & CONSULTING - FACT SINCE 2000
Trained more than 15,000 participants (Top executives, senior managers, middle managers and professionals) in combined 12 years both in in-house and public programs setting
Served more than 650 major clients across industries, sectors and regions, including Vietnam, Malaysia, Thailand.
Run more than 350 different workshops or training programs on yearly basis
Has Partnership with several major training institutions in overseas region.
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
Ipdc training 2014 applied secretarial, office management & professional sk...Bun Sucento
Indonesia Professional Development Center (PT. IPDC Training & Consulting)
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
This 2-day course presents key financial concepts in a practical and interactive manner designed to immediately improve your financial comprehension and decision making capabilities. Participants will gain an understanding of the key financial statements and financial analysis techniques through the use of practical case studies and interactive learning applications.
Similar to IPDC Training - Behavioural Interview (Focus on Techniques and Application) (20)
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Please contact our Customer Relationship Manager / Training Advisor for further information about the training topic or requesting in-house training proposal.
PT. IPDC CONSULTING & ADVISORY
IPDC TRAINING INSTITUTE
Rasuna Office Park II / QO-08 Komplek Apartemen Taman Rasuna Setiabudi, Jakarta Selatan, DKI Jakarta - Indonesia 12960
Phone : (+6221) 8378 6465 / 8378 6477 / 8378 6389
Fax : (+6221) 8378 6478
Email : training@ipdc.co.id
Website : www.ipdc.co.id
Please contact our Customer Relationship Manager / Training Advisor for further information about the training topic or requesting in-house training proposal.
PT. IPDC CONSULTING & ADVISORY
IPDC TRAINING INSTITUTE
Rasuna Office Park II / QO-08 Komplek Apartemen Taman Rasuna Setiabudi, Jakarta Selatan, DKI Jakarta - Indonesia 12960
Phone : (+6221) 8378 6465 / 8378 6477 / 8378 6389
Fax : (+6221) 8378 6478
Email : training@ipdc.co.id
Website : www.ipdc.co.id
Please contact our Customer Relationship Manager / Training Advisor for further information about the training topic or requesting in-house training proposal.
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3. Table of Content
1. IPDC Experiences 3
2. General Approach & Methodology 8
3. Proposed Training Agenda 14
4. Facilitator Profile 23
5. Training Fees 31
SECTION PAGE
3
4.
5. Our Experience
5
FACT SINCE 2000
We are one of the leading training institution in Indonesia serving Oil & Gas Industry and Multi
Industries.
6. 6
FACT SINCE 2000
We are one of the leading training institution in Indonesia serving Multi Industries.
Our Experience
7. Training Categories We Offer
1. Oil & Gas Industry Knowledge and Practice
2. AFE, POD & WP&B
3. PTK 007
4. Public Accounting & Financial Aspects.
5. Tax Management in Oil & Gas
6. Communication & Interpersonal Skills
7. Workplace & Professional Enhancement Skills
8. Professional Skills for Secretaries & Admin Staff
9. Strategic Thinking, Planning & Change
Management
10. Human Resources & People Management
11. Leadership Development
12. Document Management, Administration & Modern
Office
13. Management of Training
14. Supply Chain in Management in Oil & Gas
15. Pre-retirement (Purnabhakti)
16. Project Management & Project Planning in Oil &
Gas Industry
Our Experience
Our Trainers / Consultants
We currently have 100
Associated Trainers/ Consultants
Our Trainers and Consultants are
seasoned, Industry-tested professionals.
They’ve gained for more than 20 years
of professional experience coming from
international and national firms, and
they’ve been senior-level executives or
directors in businesses.
6
8. Current Similar Experiences (in-house training)
Please check and request from us for a copy of
contract for fact and data verification on our
claimed experiences in similar trainings.
Our Experience
IPDC has been facilitating a considerably
numbers of public trainings and in-house
training programs in Behavioral Interview
Skills and Recruitment, Interviewing and
Selection Training for the last 15 years
8
9.
10. We facilitate the training by using the following learning methods:
Approach & Methodology
Conceptual &
Discussion
50%
Practice & Application
Learning Methods
The training delivery is delivered in Bahasa Indonesia, however, some terminology
maybe remained in English
10
10 %
Case Study
40 %
Role Plays
LEARN IT - DO IT - MAKE IT A HABIT
11. 1 Day
Training Date:
TO BE ADVISED
Approach & Methodology
ParticipantsTraining Duration for the Program
Duration & Participants
11
Maximum of 15 Participants
of each Class
12. Approach & Methodology
Evaluation Tools Description Specific Tools
Pre and Post-
Assessment
• Identify participants current competencies and
areas of improvement
Various Pre and Post
Assessments
Overall Training
Evaluation
• Assess the level of learning that is being
achieved throughout the program
• The reaction of the participants and their
thoughts, knowledge and behavior about the
training
• Kirkpatrick's Four-Level
Training Evaluation
Model
• IPDC’s exclusively
designed Evaluations
Form (if required)
Training Effectiveness Evaluation
12
13. Upon completion of the Training (All sessions of Training, Post Assessment,
Evaluation and Observation), IPDC shall submit the following Reports in form of
Hardcopy and Softcopy:
Approach & Methodology
• Report of Program
result
• All survey and
evaluation result of the
program
13
Report
14. As part of training delivery, IPDC shall submit the following items:
• Training material/ tool kit
for all participants.
• Certificates of
Achievement for all
participants.
• Program documentation
(In-Class session) and
video recording.
Approach & Methodology
14
Deliverable
15.
16. Program Agenda
Tujuan Pelatihan ini
16
• Membangun pemahaman mendalam tentang proses rekrutmen, seleksi dan
wawancara, terutama dengan menggunakan konsep perilaku dan kompetensi
sebagai media pembeda
• Mengembangkan ketrampilan melakukan wawancara dengan menggunakan
panduan wawancara yang berbasis informasi atas perilaku yang terkait dengan
profil posisi yang dituju
• Meningkatkan pemahaman atas pentingnya proses wawancara dalam memilih
orang yang dianggap sesuai dengan profil perilaku per posisi
• Meningkatkan dan mengembangkan kemampuan dalam mengintegrasikan hasil
wawancara untuk mencapai kesepakatan dalam memilih orang yang dianggap
sesuai
17. Program Agenda
Kompetensi yang akan dikembangkan
17
• Ketrampilan Wawancara (interviewing skill)
• Ketrampilan Mengembangkan Panduan Wawancara (interview guide
development)
• Ketrampilan Mengembangkan Profil Posisi (position profiling)
• Ketrampilan Mengintegrasikan Informasi dan Penulisan Laporan
(integrating of information and report writing skill) – optional
19. Program Agenda
19
DAY ONE Behavioral Interview
Time Session Topic Discussed Expected Outcome
07.30 – 08.00
Opening & Ice
Breaking
Fun; Siap menghadapi
perubahan; Buddy
08.00 – 09.30
Konsep Dasar 1:
Competency &
Behavioral
Event
Interview/Star
• Kompetensi sebagai media pembeda
• Kompetensi yang didasarkan pada
perilaku yang dapat diamati
• Metode STAR:
• Situation or Task
• Action you took
• Results you achieved
09.30 – 10.00 Practice # 1 - Memahami Kompetensi
10.00 – 10.15 Coffee Break
10.15 – 11.15
Konsep Dasar 2:
Proses
Rekrutmen dan
Seleksi
• Proses Rekrutmen dan Seleksi
• Peran Pewawancara
Pemahaman tentang proses
rekrutmen dan seleksi yang
biasa dilakukan serta peran
wawancara untuk menggali
informasi terkait dengan posisi
yang dituju
20. Program Agenda
20
DAY ONE Behavioral Interview
Time Session Topic Discussed Expected Outcome
11.15 - 11.45 Konsep Dasar 3:
Profil Posisi
• Profil Posisi sebagai standar
kompetensi ideal yang
harus diperoleh
Pemahaman tentang profil posisi
sebagai profil sukses bagi individu
untuk dapat efektif bekerja pada
posisi yang dituju
11.45 – 12.15 Practice # 2 - Membangun Profil Posisi
12.15 – 13.00 Lunch Break and Prayer Time
13.00-13.30 Standar Penilaian
Pemahaman atas standar penilaian
dalam wawancara dengan
menggunakan skala rating yang harus
disusun
13.30-14.00
Standar
Pencatatan
• Membangun pemahaman
terhadap standar
pencatatan dalam
wawancara
Pemahaman atas standar pencatatan
dalam wawancara dengan fokus pada
upaya menggali bukti perilaku yang
memadai
14.00-15.00 Practice # 3 - Mengidentifikasi Informasi
21. Program Agenda
21
DAY ONE Behavioral Interview
Time Session Topic Discussed Expected Outcome
15.00-16.00
Ketrampilan
Wawancara • Observation dan Feedback
Skills (Star Method)
Pemahaman atas ketrampilan yang
harus dimiliki dalam melakukan
wawancara, terutama untuk menggali
informasi yang dibutuhkan
16.00 – 16.15 Lunch Break and Prayer Time
16.00-17.00
Panduan
Wawancara
• Membangun pemahaman
terhadap peran panduan
standar dalam wawancara
Pemahaman atas perlunya panduan
standar dalam melakukan
wawancara, sehingga informasi yang
diperoleh mengacu pada informasi
yang diperlukan
17.00 – 18.00
Practice # 4 – Wawancara
Evaluation and Closing
23. Program Agenda
Key Concepts and
Techniques, and
Reinforce Skills of
Competencies based
Interview
Session 1
Focus on specific
situations, such as
enhancing technical
with behavioral
interviews, phone
and digital interviews,
or selling the job
opportunity.
Session2
Handle challenging
interview situations,
such as the overly
prepared or
inauthentic
candidate.
Session 3 Session 4
Apply advanced
interview techniques
through role-play
with immediate
instructor-feedback
2 Hours
Behavioral Interview Training for Top Executives Course Outlines
24.
25. Engagement Leader
Behavioral Interview
Bun Sucento, MBA. M.Mgt (Managing Director – IPDC)
Proposed Training Facilitator
Facilitator(s)
Training Facilitator
25
Option # 1 Option # 2
26.
27. Training Fees
Based on our understanding and scope of work analysis, the following are our professional fees
Program Duration Fees (IDR) – Total
Max. Number of Participants
in One Class
Behavioral Interview for
Managers / HR
1 Day
Behavioral Interview for
Directors
2 Hours
The above quoted price described the following are
included:
• Professional facilitators
• Development and Reproduction of Course Manual
• Pre-Test and Post Test
• Training Kit for all participants
• Completion Certificates for all participants
• Report of Activities and Assessment
• Excusive Souvenir for Participants
The quotation is
excluded VAT 10%
and training venue,
but included PPh
Service
27