Prudentia Technology Solution is a training solution provider based out of Pune and Bengaluru. We provide training solution to Corporate companies across India.
The document outlines the major competencies required of trainers which include presentation skills, business skills, and content development skills. It then discusses technical competencies such as understanding adult learning, career development theories, and computer competence. Business competencies involve budgeting, understanding organization behavior, and organization development theories. Interpersonal competencies include coaching, feedback, group processes, and relationship building. Intellectual competencies are data reduction, information search, and visioning. The document also compares direct and indirect influences of trainer statements and outlines the unique roles of a trainer.
The document provides an overview of a soft-skill development program that aims to address common challenges in the corporate world, such as poor communication skills, people management issues, and an inability to properly assess behavioral skills during interviews. It outlines current program offerings, which cover topics like communication, technical writing, time management, leadership, and work-life balance. An example exercise discussion and conclusion are also promised but not detailed.
What are those factors you look for while seeking admission in a college? Physical infrastructure, academic excellence, experienced faculty, innovative pedagogy and industry-oriented curriculum. Apart from these, campus placement is also one of the significant factors that students expect while pursuing a course.
You're doing exactly what you've been taught by the "big guns" in your company but no matter what you do, it's not enough to reach your goals. Why do others succeed when you're struggling? It's all in the training - find out if you've received both kinds of training needed to succeed in MLM.
This document discusses on-the-job training, job design, and computer-based training. It defines on-the-job training as training employees receive during their normal workday. It notes that OJT can be used to teach single skills or tasks and as part of a structured process including preparation, presentation, evaluation, and feedback. The document also discusses job design which involves specifying job content, methods, responsibilities, and location. Computer-based training is presented as an alternative to manuals that allows for interaction, but can feel isolating compared to software packages.
The document discusses the roles and responsibilities of trainers. It identifies 5 key roles of trainers: 1) The Trainer - focuses on direct classroom teaching and training, 2) The Provider - plans and delivers training programs, 3) The Consultant - advises organizations on training solutions, 4) The Innovator - helps organizations manage change through training, and 5) The Manager - oversees planning, organization, and evaluation of training programs. While distinct, the roles are interrelated and aim to maintain performance, facilitate change, and integrate training activities. An effective training program identifies needs, is flexible, prepares trainees mentally, emphasizes theory and practice, and receives management support and evaluation.
The document discusses techniques for effective training and presentations. It provides principles for adult learning, including that adults learn best when having fun. It emphasizes involving participants and applying learning to behavior change. The document also outlines many dynamic techniques to maintain interest, such as debates, role playing, and games. It provides tips for motivating learners and giving effective openings and closings, including using primacy and recency effects. Visual aids, chunking content, and review are recommended for improved retention. Common mistakes that trainers should avoid are also listed.
The document outlines the major competencies required of trainers which include presentation skills, business skills, and content development skills. It then discusses technical competencies such as understanding adult learning, career development theories, and computer competence. Business competencies involve budgeting, understanding organization behavior, and organization development theories. Interpersonal competencies include coaching, feedback, group processes, and relationship building. Intellectual competencies are data reduction, information search, and visioning. The document also compares direct and indirect influences of trainer statements and outlines the unique roles of a trainer.
The document provides an overview of a soft-skill development program that aims to address common challenges in the corporate world, such as poor communication skills, people management issues, and an inability to properly assess behavioral skills during interviews. It outlines current program offerings, which cover topics like communication, technical writing, time management, leadership, and work-life balance. An example exercise discussion and conclusion are also promised but not detailed.
What are those factors you look for while seeking admission in a college? Physical infrastructure, academic excellence, experienced faculty, innovative pedagogy and industry-oriented curriculum. Apart from these, campus placement is also one of the significant factors that students expect while pursuing a course.
You're doing exactly what you've been taught by the "big guns" in your company but no matter what you do, it's not enough to reach your goals. Why do others succeed when you're struggling? It's all in the training - find out if you've received both kinds of training needed to succeed in MLM.
This document discusses on-the-job training, job design, and computer-based training. It defines on-the-job training as training employees receive during their normal workday. It notes that OJT can be used to teach single skills or tasks and as part of a structured process including preparation, presentation, evaluation, and feedback. The document also discusses job design which involves specifying job content, methods, responsibilities, and location. Computer-based training is presented as an alternative to manuals that allows for interaction, but can feel isolating compared to software packages.
The document discusses the roles and responsibilities of trainers. It identifies 5 key roles of trainers: 1) The Trainer - focuses on direct classroom teaching and training, 2) The Provider - plans and delivers training programs, 3) The Consultant - advises organizations on training solutions, 4) The Innovator - helps organizations manage change through training, and 5) The Manager - oversees planning, organization, and evaluation of training programs. While distinct, the roles are interrelated and aim to maintain performance, facilitate change, and integrate training activities. An effective training program identifies needs, is flexible, prepares trainees mentally, emphasizes theory and practice, and receives management support and evaluation.
The document discusses techniques for effective training and presentations. It provides principles for adult learning, including that adults learn best when having fun. It emphasizes involving participants and applying learning to behavior change. The document also outlines many dynamic techniques to maintain interest, such as debates, role playing, and games. It provides tips for motivating learners and giving effective openings and closings, including using primacy and recency effects. Visual aids, chunking content, and review are recommended for improved retention. Common mistakes that trainers should avoid are also listed.
Performance improvement and career developmentMason Holloway
Most company strategies only deliver 63% of their promised financial value due to various obstacles. Common reasons for poor performance include unclear accountabilities, organizational silos blocking execution, and inadequate performance monitoring. A new approach is needed that sets a new standard for performance by selecting best-fit performers, training them to produce outcomes, engineering their work environment, and motivating them. This directly impacts business results by defining outcomes, skills, incentives, and other factors that influence how people accomplish tasks and processes critical to effective performance.
Human resource management - Learning and Development (on the job and Off the ...Praveen Raja
This document discusses training and development in human resource management. It defines training and development as attempts to improve employee performance through learning and skills development. The importance of training is outlined, including removing performance issues, increasing flexibility and reducing accidents. Steps in conducting training are identified as identifying needs, setting objectives, selecting methods, implementing programs, and evaluating. On-the-job and off-the-job training methods are described along with their advantages and disadvantages. Specific on-the-job methods include job rotation, coaching, and apprenticeships, while off-the-job methods include lectures, simulations, and programmed instruction.
Des modules de formations, tout public, pour être certain que le message est bien transmis et compris sans ambiguïté, pour naviguer librement entre les idées et les images sans agitation ni bégaiement, pour vous concentrer sur l’important, pour rassembler les idées et éliminer tout fossés entre individus, pour concevoir et présenter l’information en utilisant une approche correcte, pour créer un lien plus fort entre les personnes, pour BOOSTER votre CONFIANCE en VOUS !
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
The document outlines the ADDIE model for developing an on-the-job training program. The 5 phases of the ADDIE model are: 1) Analyze the training needs, objectives, and resources; 2) Design the training program outline and materials; 3) Develop the full training materials and instructions; 4) Implement the training by instructing employees; 5) Evaluate the training effectiveness and employees' mastery of the material. The document provides details on activities and considerations for each phase of the ADDIE model in developing and delivering a successful on-the-job training program.
Anirudh, a young software professional, proposes allowing pre-graduate students to briefly experience different career streams through internships before selecting their graduate courses. This would help students make more informed choices, as Anirudh feels many currently lack clarity on what careers will interest them. The proposed solution involves students interning in offices of their choice for 6 months before graduation. Based on their experiences, they would work with experts to design customized degree programs tailored to the jobs they are interested in pursuing.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
The document provides information about an upcoming two-day train the trainer workshop. It includes an overview of the workshop contents and objectives, which are to introduce training concepts so participants can design effective training sessions. The workshop will cover topics like the learning cycle, what makes a successful trainer, and a four-step plan for preparing and delivering training. Trainees will practice their skills and have an on-the-job assessment following the course.
This document provides guidance on preparing a basic training module. It discusses assessing learners' needs, designing the training to meet those needs, and developing the content and presentation. Key aspects include using the ADD concept of assessment, design, and development; considering learners' existing knowledge, needs, and expectations; and using effective presentation techniques like varying activities, using visuals, and practicing delivery. The goal is to create a simple, clear module that conveys the necessary information and skills to learners.
The document discusses different types of employee training methods. It describes on-the-job training which involves learning through performing job duties under supervision. Methods include coaching, mentoring, job rotation and apprenticeships. Off-the-job training removes employees from their work to focus solely on learning through methods like lectures, role-playing, simulations and outbound training. Both on and off-the-job training have advantages like skills development but also disadvantages such as costs or time away from work.
communication is not just about getting your ideas across, it is also about actively listening to other people’s thoughts and taking them on board. People are more likely to listen to you if you've shown them the same courtesy.
Presentation skills – To communicate effectively in the workplace, you need to be able to present your information clearly. Presentation skills doesn’t just mean knowing how to put a good set of powerpoint slides together, it means engaging and connecting with an audience to get your message across.
Tailoring information to suit the audience – As well as being able to decide what information is important and how to present it, a good communicator is able to tailor that information to suit their audience. You wouldn't use the same language in an informal meeting with close colleagues as you would to present the same information to a group of external clients, for example.
This document discusses the costs of in-service training programs for care provider agencies. It outlines three categories of costs: trainee costs, trainer costs, and facilities costs. Trainee costs include travel, meals, salary compensation, and overtime costs when employees attend training. Trainer costs include similar expenses for the employees conducting the training. Facilities costs capture expenses for using space and materials. The document encourages analyzing these costs using a financial model that can project total annual costs under different parameters and training scenarios. It provides a link to download a free model to analyze your own organization's in-service training costs.
The document provides an overview of training analysis, which is the first step in the ADDIE model of instructional design. It explains that training analysis involves performing a needs assessment, learner analysis, task analysis, and cost-benefit analysis to determine if training is the appropriate solution and what should be covered. The analysis phase establishes the basis for the design and development of the training program. It ensures the training fulfills a business need and identifies what needs to be learned, the performance standards, who needs to learn it, and how the learning will be delivered. The document outlines the key elements of each type of analysis and provides examples.
This document outlines the agenda and key points for a "Train the Trainer" seminar. The seminar will cover:
1. Preparation, including understanding adult learning styles, the differences between teachers and instructors, creating checklists and lesson plans, and motivating audiences.
2. Training delivery, including gaining attention, setting aims and objectives, explaining content, facilitating discussions, and demonstrating techniques.
3. Best practices such as using multimedia, facilitating discussions, summarizing, and checking for understanding.
The goal is to equip participants to effectively plan, deliver, and facilitate their own training sessions.
Day One - Session One - LTHTR HCA Recruitment - Nov 21mwalsh2015
Key topics from this morning;
- Induction session with course information
- Introduction from Julie about working in LTHTR as a Healthcare Assistant
- Moodle Demonstration
- Skills vs qualities
The document outlines the important skills for engineers, including technical knowledge, personal and professional skills, and interpersonal skills like teamwork and communication. It argues that technical knowledge is most important for solving problems, but also emphasizes the need for strong interpersonal skills. The document suggests pathways for improving skills like self-directed learning, mentoring, and developmental activities to strengthen communication abilities. In conclusion, it states that all personal skills and knowledge are important for engineers to continuously improve themselves.
The document discusses a psychometric assessment that will be conducted on employees. It will involve questionnaires, body language analysis, handwriting analysis, analysis of word usage, and signature analysis. After completing the assessments, a report will be submitted to management the same day. The assessment tools used will be MBTI, Transaction Analysis, FIRO-B, and Thematic Apperception Test. The assessment can be used for recruiting, designing employee KRAs, and identifying 15 traits including ethics, technical knowledge, commitment, and interpersonal skills.
Technical knowledge and reasoning skills were identified as most important for engineers, followed by personal and professional skills and interpersonal skills like teamwork and communication. Effective engineers must have advanced technical knowledge to understand modern technology and propose updates. They also regularly collaborate with colleagues, requiring strong interpersonal skills. Several pathways to improve skills were suggested, including keeping a learning journal, shadowing others, and self-directed learning projects. Overall, the document stresses that personal development is key for engineers to stay knowledgeable and effectively contribute as team members.
This document discusses training and development in organizations. It covers:
- The need for training to build competencies and support human development.
- Training is defined as enhancing efficiency, capacity and effectiveness through improving knowledge and skills relevant to a job.
- The functions of a training program include acquiring knowledge, changing attitudes, and improving performance.
- Training is important for new employees, promotions, preventing skill obsolescence, improving quality and meeting organizational objectives.
- Effective training requires the participant's intention to learn, reinforcement, developing potential, active participation, practice opportunities, and transfer of learning.
This document discusses training and provides information on various aspects of developing and implementing training programs. It defines training and explains why training is needed. It also outlines different training methods that can be used, such as instructor-led classroom training, e-learning, hands-on training, and simulations. The document discusses evaluating training programs to assess their effectiveness and determine areas for improvement. The evaluation should happen at three levels: through immediate feedback, post-training tests, and post-training appraisals.
Performance improvement and career developmentMason Holloway
Most company strategies only deliver 63% of their promised financial value due to various obstacles. Common reasons for poor performance include unclear accountabilities, organizational silos blocking execution, and inadequate performance monitoring. A new approach is needed that sets a new standard for performance by selecting best-fit performers, training them to produce outcomes, engineering their work environment, and motivating them. This directly impacts business results by defining outcomes, skills, incentives, and other factors that influence how people accomplish tasks and processes critical to effective performance.
Human resource management - Learning and Development (on the job and Off the ...Praveen Raja
This document discusses training and development in human resource management. It defines training and development as attempts to improve employee performance through learning and skills development. The importance of training is outlined, including removing performance issues, increasing flexibility and reducing accidents. Steps in conducting training are identified as identifying needs, setting objectives, selecting methods, implementing programs, and evaluating. On-the-job and off-the-job training methods are described along with their advantages and disadvantages. Specific on-the-job methods include job rotation, coaching, and apprenticeships, while off-the-job methods include lectures, simulations, and programmed instruction.
Des modules de formations, tout public, pour être certain que le message est bien transmis et compris sans ambiguïté, pour naviguer librement entre les idées et les images sans agitation ni bégaiement, pour vous concentrer sur l’important, pour rassembler les idées et éliminer tout fossés entre individus, pour concevoir et présenter l’information en utilisant une approche correcte, pour créer un lien plus fort entre les personnes, pour BOOSTER votre CONFIANCE en VOUS !
This document discusses off-the-job training methods. It describes off-the-job training as training that occurs away from employees' normal jobs. Some common methods are discussed, including case studies, role playing, lectures, vestibule training, brainstorming, and group discussions. Advantages are that a wider range of skills can be obtained and employees are more confident and polished. Disadvantages include increased costs and lost working time when employees are away from their jobs for training.
The document outlines the ADDIE model for developing an on-the-job training program. The 5 phases of the ADDIE model are: 1) Analyze the training needs, objectives, and resources; 2) Design the training program outline and materials; 3) Develop the full training materials and instructions; 4) Implement the training by instructing employees; 5) Evaluate the training effectiveness and employees' mastery of the material. The document provides details on activities and considerations for each phase of the ADDIE model in developing and delivering a successful on-the-job training program.
Anirudh, a young software professional, proposes allowing pre-graduate students to briefly experience different career streams through internships before selecting their graduate courses. This would help students make more informed choices, as Anirudh feels many currently lack clarity on what careers will interest them. The proposed solution involves students interning in offices of their choice for 6 months before graduation. Based on their experiences, they would work with experts to design customized degree programs tailored to the jobs they are interested in pursuing.
The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
The document provides information about an upcoming two-day train the trainer workshop. It includes an overview of the workshop contents and objectives, which are to introduce training concepts so participants can design effective training sessions. The workshop will cover topics like the learning cycle, what makes a successful trainer, and a four-step plan for preparing and delivering training. Trainees will practice their skills and have an on-the-job assessment following the course.
This document provides guidance on preparing a basic training module. It discusses assessing learners' needs, designing the training to meet those needs, and developing the content and presentation. Key aspects include using the ADD concept of assessment, design, and development; considering learners' existing knowledge, needs, and expectations; and using effective presentation techniques like varying activities, using visuals, and practicing delivery. The goal is to create a simple, clear module that conveys the necessary information and skills to learners.
The document discusses different types of employee training methods. It describes on-the-job training which involves learning through performing job duties under supervision. Methods include coaching, mentoring, job rotation and apprenticeships. Off-the-job training removes employees from their work to focus solely on learning through methods like lectures, role-playing, simulations and outbound training. Both on and off-the-job training have advantages like skills development but also disadvantages such as costs or time away from work.
communication is not just about getting your ideas across, it is also about actively listening to other people’s thoughts and taking them on board. People are more likely to listen to you if you've shown them the same courtesy.
Presentation skills – To communicate effectively in the workplace, you need to be able to present your information clearly. Presentation skills doesn’t just mean knowing how to put a good set of powerpoint slides together, it means engaging and connecting with an audience to get your message across.
Tailoring information to suit the audience – As well as being able to decide what information is important and how to present it, a good communicator is able to tailor that information to suit their audience. You wouldn't use the same language in an informal meeting with close colleagues as you would to present the same information to a group of external clients, for example.
This document discusses the costs of in-service training programs for care provider agencies. It outlines three categories of costs: trainee costs, trainer costs, and facilities costs. Trainee costs include travel, meals, salary compensation, and overtime costs when employees attend training. Trainer costs include similar expenses for the employees conducting the training. Facilities costs capture expenses for using space and materials. The document encourages analyzing these costs using a financial model that can project total annual costs under different parameters and training scenarios. It provides a link to download a free model to analyze your own organization's in-service training costs.
The document provides an overview of training analysis, which is the first step in the ADDIE model of instructional design. It explains that training analysis involves performing a needs assessment, learner analysis, task analysis, and cost-benefit analysis to determine if training is the appropriate solution and what should be covered. The analysis phase establishes the basis for the design and development of the training program. It ensures the training fulfills a business need and identifies what needs to be learned, the performance standards, who needs to learn it, and how the learning will be delivered. The document outlines the key elements of each type of analysis and provides examples.
This document outlines the agenda and key points for a "Train the Trainer" seminar. The seminar will cover:
1. Preparation, including understanding adult learning styles, the differences between teachers and instructors, creating checklists and lesson plans, and motivating audiences.
2. Training delivery, including gaining attention, setting aims and objectives, explaining content, facilitating discussions, and demonstrating techniques.
3. Best practices such as using multimedia, facilitating discussions, summarizing, and checking for understanding.
The goal is to equip participants to effectively plan, deliver, and facilitate their own training sessions.
Day One - Session One - LTHTR HCA Recruitment - Nov 21mwalsh2015
Key topics from this morning;
- Induction session with course information
- Introduction from Julie about working in LTHTR as a Healthcare Assistant
- Moodle Demonstration
- Skills vs qualities
The document outlines the important skills for engineers, including technical knowledge, personal and professional skills, and interpersonal skills like teamwork and communication. It argues that technical knowledge is most important for solving problems, but also emphasizes the need for strong interpersonal skills. The document suggests pathways for improving skills like self-directed learning, mentoring, and developmental activities to strengthen communication abilities. In conclusion, it states that all personal skills and knowledge are important for engineers to continuously improve themselves.
The document discusses a psychometric assessment that will be conducted on employees. It will involve questionnaires, body language analysis, handwriting analysis, analysis of word usage, and signature analysis. After completing the assessments, a report will be submitted to management the same day. The assessment tools used will be MBTI, Transaction Analysis, FIRO-B, and Thematic Apperception Test. The assessment can be used for recruiting, designing employee KRAs, and identifying 15 traits including ethics, technical knowledge, commitment, and interpersonal skills.
Technical knowledge and reasoning skills were identified as most important for engineers, followed by personal and professional skills and interpersonal skills like teamwork and communication. Effective engineers must have advanced technical knowledge to understand modern technology and propose updates. They also regularly collaborate with colleagues, requiring strong interpersonal skills. Several pathways to improve skills were suggested, including keeping a learning journal, shadowing others, and self-directed learning projects. Overall, the document stresses that personal development is key for engineers to stay knowledgeable and effectively contribute as team members.
This document discusses training and development in organizations. It covers:
- The need for training to build competencies and support human development.
- Training is defined as enhancing efficiency, capacity and effectiveness through improving knowledge and skills relevant to a job.
- The functions of a training program include acquiring knowledge, changing attitudes, and improving performance.
- Training is important for new employees, promotions, preventing skill obsolescence, improving quality and meeting organizational objectives.
- Effective training requires the participant's intention to learn, reinforcement, developing potential, active participation, practice opportunities, and transfer of learning.
This document discusses training and provides information on various aspects of developing and implementing training programs. It defines training and explains why training is needed. It also outlines different training methods that can be used, such as instructor-led classroom training, e-learning, hands-on training, and simulations. The document discusses evaluating training programs to assess their effectiveness and determine areas for improvement. The evaluation should happen at three levels: through immediate feedback, post-training tests, and post-training appraisals.
Cracking Interview: The Ultimate Cheat Sheet on Soft SkillsElewayte
This document provides information about soft skills and interview preparation. It includes:
1) A description of soft skills and their importance in interviews and job applications. Soft skills demonstrate communication, collaboration, and adaptability which are highly valued by employers.
2) An overview of the common stages of an interview process, including resume scrutiny, group discussions, technical rounds, and personal interviews. Group discussions assess skills like teamwork while technical rounds evaluate technical abilities.
3) Tips for each stage, such as optimizing resumes for applicant tracking systems, maintaining eye contact and body language in interviews, and practicing communication to improve soft skills.
Interpersonal skills and personal effectiveness august lagosPetro Nomics
This document describes an upcoming two-day course on interpersonal skills and personal effectiveness to be held in Lagos, Nigeria in August 2015. The course aims to help participants improve their soft skills for interacting with colleagues, customers, and others. It will cover topics like relationship management, communication, stress management, and time management. The interactive course uses various teaching methods and is open to professionals looking to enhance their confidence and interpersonal skills. The fee for the course is 105,000 Naira per participant, and in-house training can also be arranged.
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 presentation discusses the importance of soft skills for workplace success. It defines soft skills as personal qualities like communication, leadership, creativity and interpersonal skills. The presentation notes that soft skills help with decision making, relationships, communication and professional development. It outlines objectives like leadership excellence, team building and employability. Important soft skill sets are identified as communication, leadership, creativity, interpersonal and professional skills. Methods for learning soft skills like taking courses, seeking mentors and volunteering are presented. Advantages include recognition and career opportunities, while disadvantages include costs and the need for effort. The conclusion emphasizes that soft skills are difficult to teach but critical to career success or failure.
This presentation discusses the importance of soft skills for career success. It defines soft skills as personal qualities like habits, attitudes and social graces that make someone compatible to work with. The presentation outlines important soft skill categories like communication, leadership, creativity, interpersonal and professional skills. It explains that soft skills help with decision making, relationships, communication and professional development. While soft skills can be learned through courses, mentors and volunteering, developing them also has costs and requires effort from learners. The presentation concludes that soft skills are one of the most difficult things to teach but also one of the main reasons for career success or failure.
This document provides an overview of the topics and activities covered in Day 2 of a Train the Trainer program. The session aims to teach trainers different training techniques and how to apply them appropriately. The day will cover types of training like skills training and refresher training. It will also review various training techniques including on-the-job training, coaching, mentoring, and lectures. Leadership topics such as developmental leadership, motivational leadership, and effective communication will also be discussed. The overall goal is for trainees to learn to distinguish different training techniques and apply the right one for each situation.
The document provides an overview of topics covered in a Train the Trainer program, including introduction and learning styles, needs analysis, program design, facilitation skills, and assessment methods. It discusses identifying learning needs, designing a training program, and tips for effective training. The contact information is also included for the training organization.
Tvarita Consulting provides strategic HR consulting, HR outsourcing, and learning services to clients. They implement customized solutions through their 3I model of implementing, innovating, and institutionalizing practices. Their services include organization design, competency development, compensation analysis, and more. Clients praise Tvarita for their senior expertise, operational focus, and measurable results.
Manager support is important for effective transfer of training. Managers should emphasize attendance, application of skills, and opportunities to use new skills. Peer and technological support can also help with transfer. Knowledge management uses tools and processes to create, share, and use knowledge in an organization. This includes technology, directories of employee expertise, and communities of practice. Effective program design considers learner needs, site selection, materials, and self-management skills to promote transfer of training.
Training is necessary for employees to develop new skills and knowledge. Effective training programs begin with assessing training needs through methods like job analysis, performance reviews, and discussions with supervisors and employees. It is important to ensure training is the best solution, that the goals are clear and realistic, and that training will provide a good return on investment. The success of training should be evaluated by measuring reactions during training, learning acquisition, on-the-job application of new skills, and ultimate results. A variety of delivery methods can be used including on-the-job and off-the-job approaches like lectures, simulations, and e-learning. Evaluation determines the impact of training on both individuals and the organization.
Open inclusion presentation at Zero project conference Feb2018 Open Inclusion
This document discusses how to embed role-based accessibility skills in businesses through training. It recommends providing awareness training across the full organization and developing deep expertise to deliver tailored, role-based training. It also stresses the importance of ensuring all training is accessible and inclusive, developing communities of excellence, and continuously improving skills through external ideas and inputs. The goal is for staff to understand accessibility issues, have sufficient skills for their roles, and for leadership to further improve processes over time.
Facilitating learning through competency based training programs - AccordAccord
Accord is a leading provider of competency based training and consulting founded in India. With 31 years of enabling organisations to succeed, we are one of the oldest and most reputed training organisations in India.
We serve the international market through our sister company, Accord Business Solutions Pte Ltd, in Singapore.
We cover 4 broad competency domains - Leadership, Culture & Diversity, People Development and Business Skills.
The document outlines the mission, vision, timeline, directives, limitations, deliverables, objectives, and scope of a training program at Kforce Global Solutions. The mission is to improve employee performance through training on soft skills and professionalism. The timeline details that each training module will be 30-45 minutes and the performance plans will roll out over 3 months. The limitations include coordinating participant attendance with their managers and introducing the program through team leads and project managers. The objectives are to prepare employees for interviews, improve customer satisfaction, increase attendance, and promote competency.
Triveni Singh is seeking a position as an Assistant Manager with over 10 years of experience in IT training and management. She has held roles such as Team Leader, Faculty Member, and currently Assistant Manager. She possesses skills in people management, customer satisfaction, training, and leadership. Her objective is to make meaningful contributions to an organization through hard work and dedication.
Knowledge Tree Training Academy provides training in various topics including soft skills, placement training, technical skills, and spoken English classes. Their vision is to become a pioneer in training, education, and employment. They employ certified master trainers and use the latest training methodologies. Upcoming projects include NLP training, a train the trainer workshop, banking classes, and online technical training. The president, Indira Ramanidharan, has experience in various training fields and aims to provide training benefits to many people.
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
2. What is soft Skills?
Communicating, conflict management, human
relations, making presentations, negotiating,
team building, and other such ability, defined in
terms of expected outcomes and not as a
specific method or technique such as statistical
analysis. [BusinessDictionary.com]
improved soft skills improve performance
3. Outcome expected
Participants will develop their personal and emotional well being including:
• Coping with unfamiliar, managing disappointment and dealing with
conflict
• Learning to connect and work with others to achieve a set task
• Assessing the requirement of a task, identifying the strength with in the
team, utilizing the diverse skills of the group to achieve the set
objective
• Demonstrating the listening skills, not being afraid to ask help and
support when necessary
• Learning to handle emotions including tolerance and behavioral
responses
• Develop self motivation
4. Training Process
Requirement from the
Client
Understand the
requirement
Identify consultant
TNA by facilitator
along with Client
Finalise the modules
to be delivered
Deliver the training
Feedback from
Participants
Participants Action
Plan
Training feedback, refresher and follow-up sessions can be arranged
upon request from the client
5. Training Methodology
Some or all of the following tools and methodology will be used in the
workshop based on nature, duration and topics of the workshop
• Simulated Role Play
• Case studies/ Questionnaires
• PowerPoint Presentation
• Audio/ Video Presentation
• Live Demonstrations
• Video recording before and after
• Q and A/ Brainstorming Sessions
• De-briefing and Feedback
• Follow-up / Action Plan
6. • Business Communication
• Business Etiquette
• Campus to Corporate
• Presentation Skills
• Time Management
• Email Etiquette
• English Language
• Interpersonal Skills
• Business Writing
• Interviewing Skills
• Team Building
• Stress Management
• Conflict Management
• Negotiation Skills
• Customer Service
Behavioral
Training
• Leadership Training
• Change Management
• Coaching & Mentoring
• Emotional Intelligence
• Performance Appraisal
• Problem Solving
Leadership
Skills
Our
Programs
7. Prudentia Technology Solutions India Pvt Ltd
Pune Office: 106, 1st Floor, Tower 2, WTC, Opposite EON IT Park, Kharadi, Pune –
411014 Ph: 20-68888895
Contact Person: Deepak Purandare Mobile: 7767978866
Bangalore Office: 3155, 2nd Floor, Srinivasam Towers, Opp ESI Hospital, HAL II Stage,
Indiranagar, Bengaluru – 560038 Phone: 49565604
Contact Person: Radha B V Mobile: 8310243972