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  • After Event Reviews - Consolidate Learning
    one day workshop may not result in delegates using the skills in their actual job After Event Reviews AERs are a tool that can be used by the delegate s line manager to promote transfer of learning Without post training consolidation little learning transfer will occur Line managers need to provide delegates with the opportunity to practice the skills taught by giving them specific tasks activities or projects where the newly learnt skills will be needed However providing such consolidation opportunities on their own is not enough the manager also needs to help the delegate learn from these events and that is where an After Event Review AER is so useful After Event Reviews AERs are a systematic examination of the thinking and actions that contributed to an outcome and were first used by the US Army as a way of facilitating continuous assessment of performance Research by Shmuel Ellis and Inbar Davidi in 2005 showed the performance of soldiers doing successive navigation exercises improved significantly when they were debriefed on their failures and on their successes after each training day When used by the line manager to support continuous learning after a training event AERs encourage delegates to turn unconscious learning into application and overcome their fear of making mistakes An AER allows individuals to discuss the task event activity or project in which they have used the skills taught on the course with their line manager It attempts to unpick and dissect the thoughts and decisions that led to the outcomes achieved in order to expose errors that caused problems and identify successes that led to positive results An AER consists of three aspects 1 Self explanation where the delegate is asked to analyse their behaviour and consider how it contributed to their performance 2 Data verification where

    Original URL path: http://www.spearhead-training.co.uk/blog/after-event-reviews (2016-02-17)
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  • Training Generation Y - key principles
    prefer and so benefit most from online training However new research shows this may not be true Born between the advent of the Walkman and the founding of Google the members of Generation Y have unsurprisingly been shaped by technology Therefore it would not be unreasonable to assume that they would prefer technological approaches to learning and development in the work place However a study from the CIPD which examined the challenges of developing 16 24 year olds in the workplace revealed that online training was in fact their least favourite way to learn The reason behind this perhaps surprising conclusion was that Generation Y has very high expectations of technology and quickly become frustrated and bored with what is often provided as on line learning So how can we provide effective training for generation Y employees The answer is to follow the principles of interactive training as used by Spearhead Training in the design of the training you provide These principles are 1 Start by understanding the skills and knowledge you need to build Without an effective training needs analysis of the skills and knowledge gap of your young employees for the positions they are in or are being developed for your training efforts will be at best hit and miss A study by Ashridge Business School identified that those in Generation Y often require training to develop their self awareness analytical thinking and emotional intelligence Other key skills to include in their development are communication skills teamwork time management and financial awareness 2 Choose the right training delivery method The CIPD s study found that Generation Y employees want a practical and entertaining learning experience They want to work collaboratively with others and receive constructive feedback from the trainer They therefore have a strong preference for face to

    Original URL path: http://www.spearhead-training.co.uk/blog/training-generation-y (2016-02-17)
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  • CPD activities by Spearhead Training - part 1
    professional association or your employer requires you to undertake continuing professional development or if you simply want to do this for your self it is important to follow these four steps Step 1 Initial review The starting point for all CPD activities should be to assess yourself against the competencies required for your job and or the competencies laid down by your professional body This assessment will help you identify current and future developmental needs and assist you in establishing your learning objectives for the coming year Step 2 Plan Using your initial review you should identify the skills and knowledge areas you want to develop and or to maintain Remember CPD is just as much about keeping your knowledge up to date as it is developing new skills Now you should identify which of the items on your list you are going to work on in the next 12 months and turn these into SMART objectives For each objective you will need to decide the types of activities that you are going to use to support your development and record these so they become your own personal CPD log The activities you chose should Contribute to any minimum CPD time requirements your professional body organisation specifies see part 2 Utilise a number of both formal and informal learning methods Some examples of formal learning methods are Attending relevant external training courses such as any relevant Spearhead bookable open courses Attending relevant conferences and or seminars Job secondment Attending in house presentations Some examples of informal learning methods are Learning on the job Peer guidance and discussion Work shadowing Exposure to new situations at work which required you to take action Participating in careers conventions Participating in professional related activities such as membership of committees where new ideas and initiatives

    Original URL path: http://www.spearhead-training.co.uk/blog/cpd-information-part-1 (2016-02-17)
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  • cpd requirements of ten leading professional bodies
    of a number of the leading professional bodies and how they monitor this in their members The following ten professional bodies all have CPD requirements for membership All appropriate Spearhead open courses bookable courses or workshops can count towards these requirements and a one day workshop will for example counts as 6 CPD hours 1 The Association for Project Management APM CPD is mandatory for all APM members Chartered members are required to undertake a minimum of 35 hours formal and informal CPD each year and to record their development on an individual CPD log The APM does not routinely check every member s CPD record but will audit them at their discretion 2 The Chartered Institute of Marketing CIM CPD is voluntary unless you are a Chartered Marketer in which case it is mandatory Chartered Marketers and those applying to become chartered must complete and have documented evidence of at least 35 hours of CPD every year For other members the CIM sets a 35 hour annual target for CPD CPD activities for the CIM are recorded via an online portal 3 The Chartered Institute of Personnel and Development CIPD CPD is mandatory for all CIPD members The CIPD does not set rules about the amount of CPD hours to be completed Members can log CPD evidence in the CIPD database The CIPD will sometimes conduct inspections of CPD logs 4 The Chartered Management Institute CMI CPD is mandatory for all members of the CMI however there are no specific requirements relating to the number of hours of CPD or the number of learning interventions The CMI expects all members to keep records of their ongoing CPD and samples of these are inspected If a member cannot demonstrate that they undertake CPD then they may have their chartered status removed and their membership downgraded accordingly 5 The Institute for Administrative Management IAM CPD is voluntary for members of the IAM The various membership grades have different recommendations for the minimum number of CPD hours to be undertaken annually Technician 10 hours Associate 20 hours Member 30 hours Fellow 40 hours CPD is also part of the membership process The hours you are required to demonstrate are also determined by the membership grade you want to obtain Technician 10 hours over a 2 year period Associate 20 hours over a 3 year period Member 30 Hours over a 3 year period 6 The Institute of Chartered Secretaries and Administrators ICSA CPD is mandatory for all members of the ICSA 20 hours CPD per year are required of which five hours must be from formal learning 7 The Institute of Direct and Digital Marketing IDM CPD is voluntary for IDM members The IDM offers an accreditation scheme for CPD which requires 35 hours of CPD per year This is then used to determine your formal membership and or qualification honorific CPD activities are recorded via the members online account and these are sampled randomly by the IDM 8 The Institute of

    Original URL path: http://www.spearhead-training.co.uk/blog/cpd-information-part-2 (2016-02-17)
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  • Developing your Managers by Spearhead Training
    and developing their managers Yet surveys show that there is still a large and increasing skills deficit within line management So what is going wrong In 2014 the CIPD reported that the UK spent an average of 286 per employee on some form of training or development activity The latest UK employment statistics for 2015 show the number of people in employment is 31 10 million people So 25 of the training budget represents an investment of billions of pounds per year on managerial training This should be getting results Many organisations rely on using external training providers for their management development but rather than running a proper programme simply run a single short training course They then wonder why their management team still lack the essential skills and knowledge and have also failed to adopt the behaviours necessary for business success Their approach is not working because they fail to recognise that changing behaviour long term needs an appropriate organisational context see our blog on developing talent that encourages and supports managers to make the necessary changes There are five key lessons that organisations should adopt if they are going to run effective management development programmes These are 1 Don t just run a one off training course A training course should be part of the programme but management development needs to be longer term than a single short training course 3 months It should also incorporate a range of post course developmental activities including coaching and feedback to supplement the learning from the training course Every developmental activity should be aligned with achieving the programme objectives and build on what has already been delivered 2 Network your Programme Your programme must be linked to current organisational initiatives and strategies as well as to any other development programmes you run It should also align with your performance management processes and your selection processes The more you build links in this way and embed it in the organisation then the more likely it is to have a lasting impact on the managers on the programme 3 Focus on Process Many organisations will spend a large amount of time and resource choosing the right external management training course and therefore focus only on the intervention part of the programme Instead think of the development programme as having three equally important stages 1 The pre stage In this stage you need to focus your efforts on developing the overall developmental objectives securing stakeholder buy in and engagement 2 The intervention stage This is where the delegates attend a training course or courses 3 The post stage Where delegates are given opportunities to develop and sustain the skills they have learned with practice coaching and feedback 4 Without buy in it will fail A management development programme should be viewed as a project And no project will be successful unless all the stakeholders are on board and supportive of the project For manager training the key stakeholders you need to get buy in

    Original URL path: http://www.spearhead-training.co.uk/blog/developing-your-managers (2016-02-17)
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  • Training News
    Spearhead Training Designing a Training Course Part 2 April 23 2015 April 23 2015 In part one of designing a training course we looked at three things you need to consider before starting designing materials for your training course In this blog we look at how people learn This information is vital if the training you design is going to make a difference Read more in Training News by Spearhead Training Designing a Training Course Part 1 April 10 2015 April 10 2015 Many companies have their own internal training department responsible for organising the training needed by their company Often this involves sourcing and booking suitable open courses for individuals or arranging for a specialist training company such as Spearhead Training to run an in company course for a specific group of employees However it is not unusual for the company s senior management team to expect the training department to design and deliver some of the training themselves This can be a daunting task the trainers in many training departments may have the job title but in reality have limited experience of actually designing and delivering training programmes Faced with this situation how should you start Here are some tips to help you Read more in Training News by Spearhead Training Making Customer Service Training Stick March 20 2015 March 20 2015 With customers becoming more knowledgeable and companies fighting to retain and grow market share it is no wonder that providing customer service skills training to all employees is top of the list for many training departments Much effort goes in to arranging a series of customer skills workshops yet all too often these do not result in the changes in attitude and behaviour the senior management team want to see How can training departments make sure

    Original URL path: http://www.spearhead-training.co.uk/blog/category/training-news/page/2 (2016-02-17)
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  • Thinking hats and project meetings
    departments and this is where the root cause of the ineffective meetings problem arises As a project progresses and new initiatives are developed then the initial project requirements will change New constraints may emerge and peoples roles change as a result of these Unless the changes are carefully managed then the common ground that was established at the start of the project breaks down The result is that the project meetings degenerate into confusion tension and arguments which in turn results in delays and ultimately derailment of the project The challenge facing project managers is to maintain a sufficient level of who knows who knows what within the team This is hard enough in a normal team environment but in project teams it is exacerbated by the fact that people are required to collaborate on activities involving significant uncertainty and tight time constraints as well as the fact that individual s capabilities may not be fully known and culture norms not necessarily shared What is needed is a tool that will help project team members assess the state of the common ground between them and fix any issues that might be detected The aim is to improve clarity among team members so improving productivity during and between project meetings One such tool is the Six Thinking Hats model by Edward de Bono De Bono developed the model because he believed that the key to successful meetings was the deliberate focusing of the discussion on a particular approach as needed during the meeting Thus each of the six hats describes an approach to thinking that helps to co ordinate group discussions and provides a means for the project group to think together more effectively The six hats are The blue hat This is the process management hat and ensures the group

    Original URL path: http://www.spearhead-training.co.uk/blog/put-on-your-thinking-hat (2016-02-17)
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  • managing your manager - the bad boss
    working for a difficult boss There are many managers who can be difficult to work with but not all of them are bad bosses Jack Walsh argues that great results are achieved by tough bosses who expect great things from their employees But bad bosses do exist and the most common type of bad boss particularly in more senior managers is the boss with the character trait known as narcissism The narcisstic manager is driven by a strong desire for power and glory They often have a high need to be admired by others and are particularly sensitive to any type of criticism If they suffer a set back they take this harder than most They think they are brighter and more talented than other people even though this may not be true and so like to tell others how to do their job From the employee perspective the narcisstic manager is self centred they exaggerate their talents and abilities and show no empathy for other people However from the organisation s perspective these same managers can be seen as independent visionary and innovative They are known to achieve results and are not afraid to ask tough questions and so are considered as good at leading in a crisis Working with a Narcissist When trying to manage our manager most of us try to change how they behave towards us This rarely works particularly if they are a narcissist Whilst people including managers can change their behaviours this requires them to be open and self aware and the narcissist is neither of these Indeed Freud stated that people with such character traits are the hardest to engage in therapy and he was an expert So rather than try to change them we need to adapt the way in which we

    Original URL path: http://www.spearhead-training.co.uk/blog/managing-your-manager (2016-02-17)
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web-archive-uk.com, 2017-12-11