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23August2017

Leading Edge Consulting

Leading Edge Consulting

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a) Introduction
The world of work and working expectations and requirements is changing very fast today to suit varied job demands and specifications. The increasing technological requirements at work and the high standards of performance are a constant reminder that a practicing as well as a potential employee requires to invest in marketing his/her skills, competencies and work knowledge through a well-crafted resume. In fact the shift in the composition of the modern labor force has affected work diversity, culture, standards, expectations and demands in the workplace. In every occupational area, there is fierce competition due to new values and survival strategies. Current and prospective employees are facing new demands where career-path pursuit has been blurred by competition and occupational shifts at the workplace. There is therefore need for jobseekers and existing employees to have well-structured strategic resumes or curriculum vita to successfully compete for employment opportunities today. Any jobseeker requires to present his/her resume objectively with summaries of major skills showing a series of visible accomplishments, focused training and work perspectives.
The workshop accomplishes this desire for specific results.

b) Objectives
At the end of the workshop the participant will:

  • Have appreciated the need to prepare marketable resumes or Curriculum vita
  • Reviewed the essential purpose of a resume.
  • Acquired resume writing techniques.
  • Developed an appropriate variety of sample resumes.
  • Understood the rationale and importance of networking in the job networking
  • to successfully enter new and existing occupational areas.

c) Workshop content

  • Coping with constant change in life and work.
  • Challenges and problems in existing and emerging occupations and businesses.
  • Resumes in perspective.
  • Strategic resume for competitive advantage.
  • Key steps in writing a resume.
  • Strategies for optimizing use of your resume.
  • Changing and shifting the content of a resume for marketability.
  • Samples of resume/curriculum vitas
  • Conclusion and Evaluation.

d) Delivery strategies

  • Presentations
  • Discussions
  • Case studies
  • Individual analysis

e) Target groups: College/university graduates; working personnel who wish to change or adjust careers/jobs.

f) Expected Outputs
The participants will be able to develop their own resumes to suit job specifications and descriptions so as to qualify for pre-selection and selection of candidates. They will be aware of requisite information and how to use it to have a win-win resume utility and attract attention

g) Duration: 1/2 days.

h) Status: (Open)

a) Introduction
This course seeks to arm individuals with or strengthen the skills of those dealing with internal or external training in any organization.

b) Objectives
Participants will be able to:

  • Transfer learnt skills and competencies to the other members of their organization.
  • Align individual performance standards to their organizations overall strategy.
  • Develop effective training skills to assist in continuous performance improvement.
  • Develop internal competencies through mentoring and coaching.

c) Course content

  • Role of training and development in the industry
  • Communication element in training
  • Preparing for your training
  • Video presentation
  • Adult learning
  • Training techniques
  • Training providers
  • Dealing with people problems while training
  • Techniques in handling questions
  • Systematic training
  • Evaluation of training
  • Preparation and use of learning resources
  • Training process documentation and ISO standards

d) Delivery Strategies

  • Case studies,
  • Capturing on video and playback,
  • Facilitator-led discussions,
  • Videos and power point presentations & role plays.

e) Target group:  Managers and supervisors in jobs where effective skills transfer is crucial to their individual and departmental leaders.

f) Expected outputs
They will acquire facilitation skills, programme design competencies, delivery skills and strategies to organize effective and efficient training and human resource development for in-house and open courses.

g) Course duration: 2/3 days

h) Status: Open/Customized

a) Introduction
Human resource management is a dominant philosophy for managing people. It is what was traditionally known as personnel administration.
Human resources management is premised on the need to acquire, improve and apply the set of relevant competencies and knowledge, skills and working attitudes that business entities require to achieve their set business or organizational goals. It centres on efficient and effective management of people who then manage the other resources to realize the set targets.
It is therefore, broadly defined as a strategic and coherent approach to the management of an organization's most valued assets-the people working there, who individually and collectively contribute to the achievement of its objectives for sustainable competitive advantage.
As the market place becomes more discerning companies are seeking new and different ways of giving themselves a competitive advantage. Successful companies focus on their people to provide the leading edge.
The days of treating staff as disposable resources are long over and to be a genuinely market-leading company you must develop your staff to provide a long lasting competitive advantage. This requires you to get the right people in the right jobs, to train and coach them and to adopt practices that will enable them to maintain their performance and to deliver the benefits you are seeking.

b) Objectives

  • To enable management to achieve organizational objectives through its workforce.
  • To utilize people to their full capacity and potential.
  • To foster commitment from individuals to the success of the company, a quality orientation in their performance and that of the organizations.
  • To integrate human resource policies with business plans and reinforce an appropriate culture or, as necessary, reshape an in-appropriate culture.
  • To develop a coherent set of personnel and employment policies which jointly reinforce the organization's strategies for matching resources to business needs and improving performance?
  • To establish an environment in which the latent creativity and energy of employees will be unleashed.
  • To create conditions in which innovation, team working and total quality can flourish.
  • To encourage willingness to operate flexibly in the interest of the adaptive organization and the pursuit of excellence.

c) Content

  • An overview of human resource management.
  • Components of HR management.
  • HRM and culture issues.
  • Management of change.
  • Team Working.
  • Performance management.
  • Manpower Planning.
  • Recruitment.
  • Selection and interviewing.
  • Labour relations management.
  • Job evaluation and its effect on industrial relations
  • Effective management communication.

d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.

e) Target Group: Managers, supervisors and team leaders

f) Expected Outputs
This course will open the managers’ leadership and management scope to begin to look at human capital from human relationships perspective. It will enable them to examine interactive dynamics and how they influence the results in decisions, choices and in allocating resources to people and to tasks.
They will appreciate the need to be reflective and rational during staff recruitment, deployment, training, promotion, discipline and separation. The industrial dimensions will be brought into sharp focus in relationship with trade union disputes, welfare of workers, benefits and other considerations to improve relations at the workplace. It will also demonstrate the challenges in the event of industrial disputes in and out of court and how employers can enhance of compromise their business success.

g) Duration: 3/4 days

h) Status: Open/tailor-made

a) Introduction
Performance management refers to the planning, interpreting and execution of programmes and projects in an organization as spelt out in the strategic plan of an organization, once there is a performance management system to be followed, it is easy to execute the various tasks in an organized manner.
This programme and project implementation allows for supervision, control, coordination and evaluation of outcomes. In this regard, performance appraisal is the process of evaluating how well employees do their jobs. This is also called employee rating, employee evaluation, performance review, performance evaluation and results appraisal.
Appraisal systems measure how well employees are performing their duties and meeting their job responsibilities. Immediate supervisors who follow a format provided by Personnel/Human Resources departments most often do the ratings. The informational maintenance, as well as feedback/development Performance appraisal information also has a training use. It identifies the weaknesses, potentials and training needs of employees. Performance appraisal can inform employees about their progress and tell them what skills they need to develop to become eligible for pay raises, promotion or both.

b) Objectives
At the end of this programme, participants should be able to:

  • Identify the major uses of appraisals
  • Understand and appreciate performance appraisal
  • Identify the six steps involved in the appraisal process
  • Describe the methods used to appraise an employee's performance
  • Explain why performance appraisals might be distorted
  • Explain how performance appraisals can be more effective
  • Define performance.

c) Content

  • Appraisal Techniques in Action
  • Appraisal - targeting for performance
  • Managing Performance
  • The Management Standards and Performance Appraisal
  •  Improving Performance through proper Delegation

d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.

e) Target Group: Managers, supervisors and team leaders

f) Expected outputs
Performance management and appraisal training results into enabling staff and managers to implement the strategic plan objectively with individuals taking full responsibly for their actions and outputs. Individuals know what they are expected to do and achieve; supervisors and managers are aware of their obligations to the board, management committees and to the organization at large.
All are aware of required standards and quality of leadership competencies, accountability to stakeholders, demand for efficiency and effectiveness in resource allocation, use and assessment. They are result-oriented in everything they do and think about.

g) Duration: 3 days

h) Status: Open/tailor-made

a) Introduction
The balanced scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government and non-profit organizations worldwide to align business activities to the vision and strategy of the organizations, improve internal and external communication, and monitor organization performance against strategic goals.
BSC is a brainchild of two professors, Dr Robert Kaplan (Harvard Business School) and Dr David Norton. They developed through research, a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more ‘balanced’ view of organizational and individual performance output and measurement. Today Balanced Scorecard is a full strategic planning and management system with specific tools to suit the needs of various clients.
The modernizing Balanced Scorecard transforms an organization’s strategic plan from work-plan or framework into dynamic measure of work and outcomes for the organization on a daily basis. It provides a framework that only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.
Recognizing some of the weaknesses and vagueness of previous management approaches, the Balanced Scorecard approach provides a clear prescription as to what companies should measure in order to ‘balance’ the financial perspective .
The Balanced Scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into meaningful actions. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the Balanced Scorecard transforms strategic planning from an academic exercise into the nerve centre of an organization. The Balanced Scorecard has four main perspectives namely;

  • The customer perspective;
  • The financial perspective;
  • The learning and growth perspective ; and
  • The internal business perspective.

b) Objectives
The Workshop targets the management staff of the organization to enable them to institutionalize a BSC system towards an effective Performance Management culture. The workshop aims to achieve the following broad objectives:-

  • Help the staff appreciate the scope of effective Performance Management and its outcome, synergy, enhanced organizational and individual performance and personal fulfilment.
  • Appreciate the Balanced Scorecard as a system and a tool for managing performance and ensuring Strategic Plan Implementation.
  • Equip staff with skills in using the Balanced Scorecard concept to deliver on departmental and individual targets.
  • Establish a process for managing employee performance from a structured interview process to a structured performance review strategy.
  • Help the staff appreciate the full cycle of managing performance for effective delivery of results in an organisation.
  • Bond the staff so that as a cohesive team they can effectively support the realisation of set company performance targets.
  • Bond the staff so that as a cohesive team they can effectively support the realisation of the set company performance targets.


c) Content

  • The business strategy (SP) dimensions: mandate, vision, mission, core values, objectives, targets, action plans, requisite resources, implementation, reviews/Monitoring & Evaluation, and outcomes.
  • Developing Key Result Areas and Key Performance Indicators.
  • Implementation of the Strategic Plan at corporate, departmental, section/unit and individual levels.
  • Setting targets and accountability for results/outcomes at corporate, departmental, section/unit and individual levels.
  • Developing performance management system/culture.
  • Criteria for choosing tools for implementing Performance Management.
  • The Balanced Scorecard (BSC) tool.
  • Case studies in using BSC in Business, Family and individual contexts.


d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.
e) Target: Staff at all levels and Board Management/directors
f)  Duration: 3 days
g) Expected outcomes
As part of the Performance Management System, Balanced scorecard is a tool to ensure that individual and team performance is guided and monitored carefully to ensure that all available resources are efficiently and effectively used to achieve all the measurable outcomes. The tool is guided by the key result areas of a company and it is the processes and procedures that are put in place that help to deliver the set targets and outputs at all stages and for every operator at all levels.

a) Introduction
Negotiation, or bargaining, frequently involves argumentation and verbal aggressiveness. It generally occurs when communicators for example, buyer and seller, union leaders and company representative, supervisor and employee - are not in agreement.
Negotiation is usually a planned and structured process of communication. Although arguments may arise spontaneously from something said in the course of discussion, negotiators frequently plan tactics to be used and topics to be covered before an encounter. In a negotiating session, two or more people with different goals exchange communication to produce a mutually desirable outcome.
The parties involved must recognize that they are mutually dependent. Seldom, can an acceptable outcome occur unless all parties to negotiation recognize this fact. Most bargaining scenarios require give - and - take in the form of concessions or acknowledgements of an opponent's truth, right, or privilege in a specific instance. Communicators must bargain forcefully and strategically, using effective argumentation skills while at the same time remaining aware that some concessions must be made so that all parties feel satisfied with the outcome.

b) Objectives
The aim of this course is to empower participants to be able to manage conflicts and to negotiate between differing parties or individuals and create harmony, cohesion and team spirit at work and in meetings

c) Course content

  • Overview
  • What is negotiation?
  • Bargaining Strategies
  • Preparing for a Negotiation
  • Conducting a Negotiation
  • Using Negotiations in selling
  • Negotiating purchases
  • Collective Bargaining
  • Negotiating Across Culture
  • Closing a Negotiation
  • Conflict Management and Resolution

d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.

e) Target Group: Managers, supervisors and team leaders

f) Expected  Outputs.
This course makes staff better negotiators and conflict resolvers at the workplace and in society in general. The course leads to smooth interactions at work and issues are resolved with respect and speed. Morale at work improves and work outputs go up at individual and group/team levels. Respect and coherent work culture are enhanced too.

g) Duration: 3 days

h) Status: Open/tailor-made

a) Introduction
To keep your customers loyal, get repeat business from them and have them recommend you to others, you need to strategically manage your relationship with them. The value of one satisfied customer is great, while the cost of a dissatisfied customer is a blessing to the competitors.
You have to think of customers in every decision you make in your business. You have to make them think of you as a friend who cares about their needs and a partner who values their business. You have to think of their needs even when they are not aware of them.
CRM is tailored to equip participants with customer centred mind-set and tools for effective customer relationship management.

b) Objectives:
The Seminar is designed to equip participants with key strategies, tools and skills necessary for management of customer relationship.

c) Content:

  • Customer Relationship Management as a business paradigm
  • Leadership in a customer focused organization
  • Managing the customer experience
  • Effective handling of customers including complainants
  • Customer loyalty management
  • Managing customer feedback
  • Cost of poor customer relationship management
  • Customer focused processes and procedures
  • Tools for customer relations

d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.

f) Target: Marketers, Sales Executives and Managers, Customer Service Managers, Relationship Managers and Account Managers.

g) Expected Outputs
The participants will have understood the needs of customers and acquired knowledge and skills to enable them to better service the customers to go beyond their expectations. The participants will have new skills, knowledge and aptitudes towards their customers so as to improve corporate action

g) Duration: 3 days

h) Status: Open/tailor-made

a) Introduction
In today's Service-Oriented economy, excellent services are more than a competitive weapon. It is survival skill. Don't ever make the mistake of thinking of buildings, computer consultant, or even employees as your company's greatest assets. Every company's greatest assets are its customers, because without customers there is no company.
In whatever our organization is doing, the customer remains the most important target group. He is the source of Business and the main reason why we are in Business provision of exceptional customer satisfaction is delegated to the front line staff without the committed support from other employees. Every member of the organization must meet the customer's needs. Quality customer service is; "do or die” in the new millennium of liberalized economy.

b) Objectives
During the seminary, participants will learn how to:

  • Understand excellent customer service and develop a customer-focused mind-set
  • Build a quality customer service by creating a supportive environment
  • Create positive customer contact by recognizing the concept and practices of an effective service-oriented environment
  • Deal with daily complain and disgruntled customers through analysis of case studies
  • Use team work as a powerful force
  • Creating a service management system and service culture within their departments.
  • Communicate with update techniques
  • Effectively manage their time and stress at work
  • Effectively delegate part of their responsibilities
  • Understand and appreciate the importance of TQM; and apply the skills in giving quality service to customer

c) Course content

  • Overview of customer service
  • Customer's Needs and Expectations
  • Total quality service
  • The art of Building Rapport with customers
  • Customer Service - What it is and what it is not
  • The role of a Service Charter  in enhancing customer service
  • Stress Management
  • Handling the difficult Customer
  • Cultural Differences and Customer Service

d) Methodology: Case studies, case analysis, incident review, lecture, role plays and reviews.

e) Target Group: Managers, supervisors and team leaders

f) Duration: 3 days

g) Expected Outputs
They will have confirmed that “customer is king”. The trainees will have new skills, aptitudes, knowledge and competencies to enable them to provide high quality services to their customers all the time. They will appreciate that pleasing a customer is not an option or choice but core business this way they will go back to their offices.

h) Status: Open/tailor-made

a) Introduction
Corporate governance refers to a system of structures, rights, duties and obligations by which corporations are directed and controlled. It is thus a business operational system to enable corporate leaders, management and staff to ensure efficacious delivery of goods and services to internal and external stakeholders.
Thus (i) governance structure specifies the distribution of rights and responsibilities among different participants in the corporation and specifies the rules and procedures for making decisions in corporate affairs, (ii) governance provides the structure through which corporations set and pursue their objectives, while reflecting the context of the social, regulatory and market environment, (iii) governance is a mechanism for monitoring the actions, policies and decisions of corporations and (iv) governance involves the alignment of interests among the stakeholders.
With today’s renewed interest in corporate governance challenges relating to accountability, leadership, control, transparency and the efficient management of resources, there is a growing need to provide training in principles of corporate governance. Training that focuses on best practices to enhance high standards of ethical and moral conduct in businesses is highly desirable today.b) Objectives
The purpose of this intervention is to make policy and governance players acquire an in-depth knowledge on corporate governance, be fully aware of corporate expectations and obligations towards the body corporate, employees and external stakeholders. The course aims at ensuring that corporate resources are identified, applied and managed to achieve agreed goals and outputs. In this regard the course will enable participants to interpret and use their strategic plan towards realizing the set goals, strategic objectives and outcomes through rational choices, decisions and actions.
Good governance in this context, will lead to optimal use of available resources including time and staff at all levels. This course will equip the learners with knowledge, skills and competencies that will drive their companies to perform better in all key areas of their businesses.

c) Content

  • Meaning and scope of corporate governance
  • Universality of corporate governance in the global village
  • Localization of corporate governance in public and private organizations
  • Rationale for institutionalization of corporate governance systems and structures
  • Principles of corporate governance
  • Corporate politics in corporate governance
  • Corporate players in business governance
  • Using corporate governance to drive business strategy for desired results.

d) Methodology
This course will be facilitated through trainer presentations, group exercises and discussions, individual and group case studies, questions and answers, case analysis, PowerPoint presentations etc.

e) Beneficiaries
Managers, directors, business executives, institutional leaders.

f) Expected outputs
The participants will gain insight into key pillars of corporate governance in modern-day business. They will know how to apply these principles to achieve corporate business objectives. They will appreciate the emerging challenges in applying these principles in real business.

g) Duration: 2/3 days

h) Status: Open or tailor-made

a) Introduction
To create sustainable business strategies it is vital to create well developed corporate governance frameworks that will enable staff to deliver the set targets if the business firm. More importantly, the structures should provide for growth and expansion as well as a rich and internally owned business culture of work and accountability to all stakeholders. Any business undertaking must be forward looking and keen to create internal coherence in all its undertakings. This way, it will improve its business operations and overall performance.

b) Objectives
The purpose of this course is to ensure that managers are fully aware of the business obligations and responsibilities of all internal stakeholders and what needs to be done to achieve business targets throughout the operational year. This way those who attend this course will learn the need for a strategic business plan and how it will guide their enterprises to achieve the business goals and set targets. The course will discuss and analyse the requisite resources needed to implement the plan successfully and how to manage and cope with on-going challenges at every stage of work in the firm.

c) Content
The following will be examined, discussed and analysed to achieve the desired capacity and competence:-

  • Understanding business environment in business today
  • Contextualizing business environmental factors to shape a business strategy
  • Analysis of institutional dimensions that influence business success
  • Analysis of key players in business governance practices
  • Developing and using a strategic business plan to shape and improve business
  • The ‘people factor’ in successful business
  • Leadership and management strategies to make things happen in a business firm
  • Performance concerns in business success

d) Methodology
This course will be facilitated through various modes of presentations, group exercises and discussions. Individual and group case studies will be used to get participants to think critically about business performance. There will be questions and answers, case analysis and continuous and end of course evaluations.

e) Beneficiaries
Managers, directors, business executives, institutional leaders, entrepreneurial leaders.

f) Expected outputs
The participants will gain insights into the key factors that may impede the development of a good business strategy that will enable desired performance to achieve desired outcomes. They will appreciate the role all stakeholders play in successful business undertaking. Further they will give thought to the business rationale for developing an all-inclusive strategic plan which will permit creative implementation to achieve set goals and outcomes. They will appreciate the emerging challenges in applying these principles to succeed in real business.

g) Duration: 3 days

h) Status: Open or tailor-made

a) Introduction
Compliance is a key part of the corporate governance requirement for organizations in Kenya. Compliance is a regulated set of processes to ensure organizations operating in Kenya are able to transact their businesses in line with their objectives and with legitimacy.
The compliance dimension has local, regional and global implications as they are now a core part of corporate governance practices and procedures. Compliance has both ethical and moral sense of organizational existence and provision of goods and services in the global village

b) Objectives
The purpose of this course if to improve compliance to support good business practices and to enhance legitimacy in the world of business. To reduce or eliminate fraud, illegal businesses and global business mismanagement, compliance is a vital obligation in a given country.
Government can offer better services to its citizens and other residents and visitors only if all organizations operating in the country are legitimately registered, have complied with all declarations and other legal requirements as they provide services for which they exist. Participants will therefore benefit by enhancing their knowledge and skills about compliance for new and existing business entities.

c) Content

  • The provisions of Company’s Act in Modern business at global and local levels
  • Other legal provisions to enhance compliance in business
  • Registration of business names in Kenya
  • Registration of other organizations to carry out business in Kenya
  • Business compliance options
  • Time-based compliance requirements
  • Management of business entities and requisite options
  • Facilitators to compliance
  • Litigation and other dimensions in compliance requirements
  • Compliance relating to international and non-resident business and other organizations in Kenya
  • The role of Company secretaries and company registrars in compliance processes
  • Challenges encountered in compliance practices

d) Methodology
This course will be facilitated various presentation strategies, group exercises, discussions, individual and group case studies, case analysis and evaluation at various stages.

e) Beneficiaries: Managers, directors, business executives/leaders.

f) Expected outputs
The participants will examine the various components of governance and the compliance requirements. These will focus on the provisions of Companies’ Act Cap 486, and all other legislative provisions that guide corporate business compliance in Kenya. They will examine, analyse and discuss the regulatory requirements to conform to company compliance processes.
They will examine the roles of key players in compliance to ensure business firms conform to the legal and business expectations in Kenya for local and foreign business and service organizations. They will appreciate the emerging challenges in undertaking compliance, the consequences of non-compliance for all entities in real business.

g) Duration: 2 days

h) Status: Open or tailor-made

a) Introductionb) Objectivesc) Content
The role of Directors in creating and maintaining good governance is realized through:

  • Meetings and deliberations by the Board and Board Committees
  • Developing rational and equitable companywide remuneration
  • Setting well balanced and inclusive standard operating procedures, regulations and rational leadership and management standards and practices
  • Enabling transparency in communication and access or supply and disclosure of information about the business of an enterprise
  • Clarified roles of Chairman and Chief Executive
  • Clarifying the role and involvement of all stakeholders and in particular shareholders
  • Demonstration of corporate leadership, accountability, control, transparency and integrity at individual and team/staff levels
  • Business assessment and performance appraisal strategies

d) Methodology
This course will be facilitated through trainer presentations, group exercises and discussions, individual and group case studies, questions and answers, case analysis, etc.

e) Beneficiaries: Board of directors, Senior Manages, Business executives, institutional leaders.

f) Expected outputs
The participants will gain insight into how Board members are positioned to run business to achieve the set goals and targets in a business. They will know how boards operate to gain stakeholder confidence and to deliver what the company was set to achieve. They will appreciate the emerging challenges that face the boards in governing a given business or service entity.

g) Duration: 1/2 days

h) Status: Open or tailor-made

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