Click the below link to view the course syllabus, and for detailed guidance on the course content and price.
Complete this Booking Form and enter your specific dates for on-site training – minimum of 8 participants.
Complete this Booking Form and enter your specific dates for on-site training – minimum of 8 participants. Once the form is received the Training Registrar will contact you to complete the process. The course is especially referring to management and staff of all corporate divisions, particularly quality management officers and individuals interested in performing audits.
The target group for this qualification includes those personnel who are involved in a practical way in restoring agreed service levels to the customer as soon as possible, responding to service requests (password resets, equipment moves), minimizing disruption to the customer by identification and analysis of the cause of incidents, managing Incidents and Problems to closure, incident registration, classification, escalation, resolution and closure, maintaining Knowledge Repositories, Proactive Problem Management including Incident Trend analysis, reporting on Incidents and Problems and keeping End Users informed and recommend improvements to eliminate causes of Incidents. Public courses are held at our training facilities in Dallas, the District of Columbia, and San Diego. Customer on-site courses with certification examination or customized training are available upon request. Once you have completed the Booking Form and submitted it, you shall receive confirmation that your booking has been received. The first and probably most well-known starting point is to start with an analysis of the market in order to find out the needs of (potential) customers and to assess the extent and nature of competition in the market. Strategy can also be based on the identity of the organization, on what the organization stands for and what it aims to achieve. A fourth approach to strategy generation is to focus on maximizing benefits and minimizing costs and risks.
All five approaches are  legitimate ways of generating strategy and none of these five approaches is superior to the rest. Over KraaijenbrinkKraaijenbrink Training & Advies helpt ondernemers bij het verbeteren en uitvoeren van hun strategie.
London UK, 25 May 2016: New independent research from Towards Maturity, supported by Kallidus, reveals that the retail sector may be wedded to formal learning and has yet to explore the benefits of social and informal learning despite its growing commitment to investing in learning technologies and building its internal learning team. What can today's learning leaders teach us about using evidence to support performance and capability? Mindset, behaviour, values and the ability to reflect, change and grow are all valuable characteristics - but are they being nurtured? Louise Pasterfield from Sponge UK explores Towards Maturity data to uncover practical ideas that could inspire change in your organisation.Induction matters.
Although the course is expanding on internal and external audits, it does not prepare candidates for processing certification-audits on behalf of accredited certification authorities. In addition to the process requirements, it encompasses the practical knowledge for the implementation of new or changed services.
An agreement however is only formed at the point at which our Training Department informs you of the acceptance of your booking request. Should you notify us of any changes by telephone, KEDARit shall also require you to confirm this in writing.
It is a complex task that requires taking into account various factors both within and outside the organization.
Strategy generated from this starting point starts with getting the mission and vision of the organization clear and expressing what goals and values are important to the organization.
It takes the opportunities and threats that arise in the organization’s environment as main starting point. Nevertheless, organizations may have their preferences and some contexts may be more suitable for one approach than the other.
However, they provide a great opportunity for constructive reflection.Everyone loves winning awards. Kirsty GreanyWhile it's easy to slip on the rose-tinted glasses when looking at the challenges of business 20 years ago, it's fair to say that the landscape has significantly shifted in the last couple of decades. We develop a phased approach with you and your staff, with each phase building upon the successes of the previous phase.
One way to make this task easier is to choose a clear starting point from which to depart. In this blog I discuss five, thereby using the Strategy Sketch presented in earlier blogs. This approach to strategy making is closely linked to the people that work for the organization and the culture that binds them together.
What is most important, I think, is that the five approaches show that there are alternative ways.
Organisations are becoming more team-based, with flatter and less hierarchical structures that see five generations working together - often dotted across different locations, using technology to connect and work. Organisations with effective induction are more likely to retain their new recruits for longer. The process also enables learning professionals to reflect on five key issues that impact on designing and delivering a modernised learning strategy. We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders. Entering awards can be a daunting and time-consuming process - an additional task on top of everyday work. They get new employees up to speed quicker and help them reach their performance goals earlier.In its 2014 report about on onboarding, Aberdeen Group found that 68% of companies had no formal process in place. Organizations, for example, may have a natural preference for a market-driven approach and start their strategy development with an extensive market analysis. It provides L&D teams with the perfect chance to step back and think about what has led to current organisational successes, before sharing those stories and successes.There is nothing more satisfying at work than thinking over your recent activities and realising that there is a lot to be proud of!


They not only need to meet fundamental business targets, but must be dynamic problem solvers who know how to roll with (constant) change.Leadership and management skills really matter - and this includes mindsets, behaviours, values and the ability to reflect, change and grow.
We'll be digging into Towards Maturity's data to see what it tell us about changes in onboarding practice, as well as picking out some practical ideas that could inspire change in your own organisation. Top performing L&D teams are 3-5 times more likely to be delivering improved productivity and agility today and have much to teach us. I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. Or organizations that find themselves primarily approaching strategy in a benefits-driven manner, might occassionally switch to an identity-driven approach to consider whether they are still on track doing what they actually want to do. Only 13% of retailers are investing in blended learning while the average across all sectors is double that figure (26%), with top learning companies nearly three times more likely to be using blends than retail companies (35%).
Seek, support and develop leaders right and you'll have more engaged, productive, and profitable businesses.
It provides contemporary measures that focus on performance improvement and great tactics that help L&D teams become more responsive to the changing needs of business. This research highlights the fact that L&D teams must develop new mind-sets and skills, quickly. This may be due to a lack of required skills and knowledge, as the research indicates over half lack the confidence in incorporating new media in learning design and only 4% believe their L&D teams have the skills for facilitating collaboration. Benchmarking can help you get started on your way to winning and help you clarify what's been successful - here are 6 perfectly valid reasons to use it.How benchmarking can helpWe are not promising that benchmarking will definitely lead to trophies in the cabinet. So it's no wonder that companies spent nearly $31 billion on leadership programs last year. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. What is more 71% do not believe that their own staff lack skills to manage their own learning. Secondly, the scale of the work ahead, as 95% of respondents want to improve induction with only 39% meeting that goal. Also, just 23% agree that their L&D teams have the skills to use technology for business advantage. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1.
With such a big gap between aspiration and performance, the induction challenge seems daunting but there is evidence that learning innovation is turning the tide. Here are six compelling reasons why benchmarking can help turn the possibility of being an award winner into a reality:1.
The Towards Maturity benchmarking process gets organisations, and L&D in particular, thinking on the right track.
These aren't the only source of future leaders, of course, as many other potentials are already in-house, out there to be recruited or returning to work after having children. Incredibly, ‘Top Deckers' are 50 times more likely than the lowest performers to improve talent strategies to keep their best people. However, the world of work is changing and organisations are increasingly looking for more modern approaches to learning that support the fast-moving world of work and the needs of an increasingly digital workforce. It’s a great place to start, if you want to establish a strong foundation for change.
Work with the subject matter expert or the business customer to identify the main objective of the programme.
Our research with employees in this sector shows that staff are more able to learn for themselves than L&D give them credit for. The vast majority we talked with were frustrated by the lack of transfer back to the job after managers had participated in training. Using real life ideas can help inspire new approaches that will make a difference in your own situation. This will not only help you design the programme, but will also help you measure its effectiveness. It's very easy in today's busy world to not make time for reflection, yet reflection is critical to success. Inspiration by example We've identified four techniques used by organisations in their induction programmes that relate to the tactics of the top performing organisations highlight in the Towards Maturity Industry Benchmark Report. The purpose of the Show is to inform and inspire L&D professionals to improve not just their personal performance but that of their organisation. They are three times more likely to use benchmarking as a performance improvement tool - benchmarking against the tactics that improve performance. By benchmarking you enable yourself to reflect, take stock and focus on the activities that really make a difference.2. First, it seems there's a lack of measures put in place for management and leadership training. While every organisation is different, examples of good practice and innovation in other companies can offer inspiration for change. By reflecting on and analysing organisational performance, activities and practices, L&D can identify organisational strengths and areas of high performance. Secondly, it seems that the learning strategy many apply to management and leadership training is often out of sync with the audience's needs. The leading sports retailer has been providing online onboarding since 2013 with more than 25,000 employees, across the 19 countries going through the programme.
Data from Towards Maturity reveals that 83% of new starters like to learn at their own pace, with 44% using their own mobile to learn.With this in mind, Sports Direct used the Adapt multi-device responsive elearning framework for its online content.


Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July. Just as importantly, benchmarking identifies weaknesses and those areas of low performance. It means employees can access the elearning on a smartphone or tablet, giving them maximum flexibility.
You can read more about Sports Direct's approach to induction in Inside Learning Technologies & Skills magazine. Only 39% offer mobile content, and 30% have no plans to implement social media for leadership development. It's no wonder then, that there is a lack of transfer from learning to doing, if the learning doesn't fit in with everyday lives and habits in the first place and isn't focused on supporting performance there and then. Towards Maturity data reveals that 87% of Top Deck organisations agree that top managers are involved in promoting learning, compared with an average of 37%.UK infrastructure company, Story Contracting features a video message from the company owner and Chief Executive, Fred Story in its new online induction.
The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. Pinpointing strengths and weaknesses enables L&D and business leaders to really hone in on performance. This isn't to say there aren't some great examples of modern, blended, performance-focused leadership development - there are some cited in Towards Maturity's paper. What can we learn from these?How leadership solutions can #makeithappenIt's time to close the gaps and deliver the type of learning solutions that will engage and really help leaders. Benchmarking does what it says: it provides organisations with a benchmark to measure themselves against others.
To really help them, we need to offer easy to find performance support that is genuinely useful and relevant to leaders and managers' points of need. New staff and partners joining Specsavers are able to earn a virtual coin by completing the company's new induction course. You can use it to see how you are performing on various aspects of organisational practice compared to others. The business then makes a real cash donation to the charity chosen by employees in proportion to the number of virtual coins earned.You can read more about the Specsavers' approach here.
Since 2003, over 4,500 organisations and 23,000 learners have contributed to Towards Maturity's leading benchmarks.
For example, have you properly embraced mobile learning and are reaping the kinds of benefits that some organisations are enjoying? But we also need to help develop those deeper skills and behaviours in ways that fit with leader's (crazy) lifestyles. What are the top performing companies in the Towards Maturity benchmark doing in terms of mobile learning? As a baseline, that means moving away from solely ‘event' based learning - three-day workshops or long online courses - and embracing more resource or micro-learning approaches that provide short challenges and tasks as nuggets that help build skills and insights over time.
An average of 48% of Benchmark respondents reported that elearning not being tailored sufficiently was a barrier to success.
It can be really useful to know what characteristics top performing companies have in common and what is driving their success.5.
We would say that providing simulations, interactive videos and meaningful games can make smart use of a leaders' precious time, and build the competence and confidence leadership roles require - so ROI for L&D too.
United Biscuits (UB), the company behind household names such as McVitie's, Jaffa Cakes and Penguin, wanted to make sure its induction programme was relevant to both new starters and any existing employees who might access the training.
UB used video of real employees talking about their jobs to add relevance and authenticity to the content.You can read more about the experience at United Biscuits in HR Grapevine magazine. This report gives clear, insightful indicators about your strategy's current strengths and how that compares to your peers. Supporting or providing social spaces for informal learning and sharing is key too - the how will depend on who your audience is and how they currently work together.Measurement comes into play here as you have managers, teams, and peers providing tailored feedback about performance and application. But leadership and management development is often holistic, and ongoing - like a journey rather than a series of interventions. The aim is to help L&D professionals focus on one area of action that will help them deliver impact. To track what tools, learning, and performance support is used by an individual is a bit of a red-herring - especially if you're genuinely offering it up to help them in anyway that works for them. And, if improving induction is your focus, there are more ideas in Sponge UK's Rough Guide to Induction. There has to be some bigger, business goals to be measured, alongside the individuals' performance or growth targets, and it might take a little while for the data to come in for these.
Louise PasterfieldManaging Director, Sponge UK Louise has more than 20 years' experience in learning and design and is passionate about making elearning absorbing so staff can apply what they have learned immediately into the workplace.Her interest is in how best to harness technology so people can learn, grow and make a difference to their organisations. In terms of those millennials as future leaders - don't leave it too late before you start developing them. In Deloitte's report on this generation, Not only is this generation notoriously flighty and ready to up and leave within two years, but 70% of those ready to jump ship cite lack of leadership training as the reason why.
Just think about how that Personalised Benchmark Report will help you deliver better results.Unsure if you are ready?Benchmarking will help you make up your mind if you should enter an award this year or wait until next year when you have had a chance to build further on current successes. So to attract and retain talent, and build leaders of tomorrow, open up those digital, multi-device resources -  simulations, diagnostics, videos, podcasts, tools and more to anyone who's interested.



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