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Training courses and workshops

Some elements of the Horizon Way are also available as stand alone training courses which have been designed to meet specific learning needs of busy managers of people in the workplace.
Most of the workshops range from two hour modules to three days depending on the subject matter.

In addition, we have a highly regarded Management Development Program where we work with clients to combine a number of modules over a period of months for a selected group of participants.

Features of our workshops include:

Each comes with a comprehensive participant workbook;
Some are supported with a video segment;
Some have specially selected experiential activities designed to reinforce learning;
Many have templates and checklists in a format for later individual and/or company-wide use;
All are based on good management practice and make reference to acknowledged management theory where appropriate to enhance the learning outcomes;
All are designed to be interactive and take into account a range of learning styles;
All help participants design their own implementation plans to take the learning back to the workplace.
All are facilitated by our experienced consultants who work with the client to ensure learning outcomes are clear at the outset and they then use their own management and training experience to relate with participants and deliver exceptional results.

Workshops currently available include:

Strategic Planning
Identifying Core Competencies
Writing Job Descriptions
Job Evaluation
Effective Recruitment
Effective Performance Management (Managers)
Effective Performance Management (Employees)
Succession Planning
Management Development Program
Role of the Manager
Working in Teams
Time Management
Workplace Communications
Effective Meetings
Job Instruction
Motivation
Delegation
Problem Solving
Discipline and Grievance Handling Using
Company Policies and Procedures

Please scroll down for a brief outline of the key objectives of each module.

Strategic Planning – Where do we want to go?

To enable participants to develop a draft vision, objectives, strategies and plans for an organisation – either at whole organisation or division/business unit level
To provide a format for the outputs so they can be used to manage implementation

Identifying Core Competencies – How should we behave?

To produce a list of key success competencies with preliminary definitions which are specific to the organisation – either at whole organisation or division/business unit level
To help participants understand what behaviours and attributes have made the organisation successful in the past, which are currently significant, which they need to retain and any new competencies they may need to target to help them achieve their future business plans
To give an overview of how identifying and managing such success competencies can make a difference to the business

Writing Job Descriptions – Employees knowing the right things to deliver

To give participants an understanding of the purpose and value of effective job descriptions which focus on measured end results rather than actions
To demonstrate the link between individual performance and satisfaction and organisation success – people doing the right things
To provide a process for writing effective job descriptions, an opportunity to practice the necessary skills, to produce a draft JD in the workshop and a methodology for writing effective JDs back in the workplace

Job Evaluation – Worth of jobs

To give key managers an understanding of the basic principles of a salary system and to conduct a Job Evaluation exercise within the system
To rank the jobs in the organisation and grade them into groups of similar value
To provide a process for maintaining the system and evaluating new jobs

Effective Recruitment – Finding the right people

To consider some of the myths and dangers of recruiting practices and beliefs
To provide a process for effective recruitment
To help line managers identify and practice the techniques needed to use this process effectively and to understand their responsibilities
To increase the chances of making good hiring decisions

Effective Performance Management (Managers) – Right people doing the right things

To give line managers an understanding of the purpose and value of effective performance management
To help line managers identify and understand their responsibilities within the process
To develop skills in goal setting, evaluating and managing progress against the goals
To consider the impact of every employee being engaged, continuously developing, and delivering, high quality results

Effective Performance Management (Employees) – Performance and Satisfaction

To give participants – employees – an understanding of the purpose and value of the performance management and development process and their responsibilities within this process
To provide guidelines to help them in their own preparation and to gain the maximum benefits form this process
To help participants understand where they fit in the big picture and what their contribution can be

Succession Planning – How to pass the baton

To give senior managers an understanding of the purpose and value of systematic succession planning
To provide a process for succession planning and use this to develop a preliminary plan for the organisation or nominated part of the business
To demonstrate the importance of identifying responsibilities for implementing individual action plans and a process for doing this
To provide methodology and templates for regular update and maintenance of the process

Management Development Program – Meeting managers’ needs

To develop the management skills, knowledge and competencies of participants to help them better understand their roles, how they can contribute to their own growth and to the ongoing success of the organisation
To identify, and practice using, some tried and tested tools and models to facilitate this
To provide techniques and templates for ongoing use and transfer of learning back in the workplace
To participate in real work-based projects which deliver valued results to the organization and enhances the learning of the participants enabling them to contribute at an enhanced level on a sustained basis

Role of the Manager – What’s expected of me?

To help participants understand the role of the manager
To identify some important component parts of the role
To consider the impact of specific organisational objectives and values on the demands, choices and constraints facing each manager
To consider how to deal with the role effectively

Working Together – Teams

To help participants understand their role leading and working with teams
To consider how best to achieve success through understanding how teams develop and operate and provide guidelines to help facilitate this
To experience the added value teams can deliver and some of the challenges associated with this

Getting Organized – Time Management

To discuss some of the basic principles of time management
To track where the time is currently being spent
To put management of time use into context
To identify how to best organise oneself and invest time to achieve the results required

Communications – What do I mean?

To provide participants with a framework for assessing the effectiveness of their interpersonal communications within the workplace – especially with their key business contacts
To provide a six step methodology for improving the delivery of communications
To practice some techniques for improving skills

Meetings – Effective not dreaded!

To consider the role of meetings within participants’ organization
To preview some of the typical challenges meetings present and consider some methods for dealing with them effectively
To provide some templates, checklists and processes to make meetings effective

Job Instruction – Train the Trainer

To help participants recognise the opportunities which exist for training members of their teams
To consider the importance of establishing clear learning outcomes
To provide participants with a systematic approach to job instruction, taking into account different learning styles
To give them practice in applying that approach

Motivation – Creating the environment

To introduce some theories of motivation
To consider the responsibilities of the manager and the needs of their team members
To consider some practical steps participants can take as line mangers to help improve the satisfaction and performance of their staff

Delegation – Why, what, who, when and how?

To help participants understand why and when (and when not) to delegate
To help participants identify what (and what not) to delegate
To provide a seven step process for how to delegate and continuously improve effectiveness

Problem Solving and Decision Making – Fixing it and getting it right

To introduce a systematic seven step approach to problem solving and decision making
To consider how different thinking styles have an impact on our problem solving effectiveness
To identify and practice using a range of data collection and analysis tools
To distinguish between dealing with effects and fixing causes

Discipline and Grievance Handling – Doing it early

To give line managers an understanding of their responsibilities in the areas of discipline and grievance handling
To consider the steps needed to identify and deal with concerns
To understand the difference between consistent and fair
To develop participants’ awareness of the preventative role of early action

Company Policy and Procedures – Who’s responsible?

To ensure participants understand the importance of having consistent policies and procedures and their role in implementing and maintaining them
To consider the range of employment legislation and to give line managers an understanding of the implications of this range
To consider participants’ own responsibilities in the workplace and the value of good management practice

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