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Make a Difference: Be the Difference
Globalisation has changed the face of industries across the board and businesses now require key differentiators that provide a competitive edge. While technology can create unique products, the very same technology can often copy these products. A key differentiator for businesses, that is singularly unique and can never be copied, is its people.
Ensure that your people are a competitive advantage by providing them with the necessary ‘tools’ to enhance their abilities to represent your product to your customer.
Programme outline
• Share Visions: Beliefs and values to work towards one common goal
• Meet the Customer: Analysis of customers and their expectations
• Inspire Great Service: Building rapport and creating effective communication
• Lead the Way: Analysis of your organisation's products and services
• Experience: Role plays to check if you would want to be served by you
Who should attend
• All employees
• Key management
Duration of programme
• Employees: 1 day
• Management: ½ day
Managing Diversity and Valuing Differences
Cultural Awareness
The Gulf region is unique in many ways. One of the biggest challenges, apart from the scorching heat, is that of living and working with a diverse range of nationalities and cultures - which means many different ways of doing things.
Having a basic understanding of these differences can aid with successful integration into the social culture. While learning to value, manage and work with these differences.
Managing Diversity and Valuing Differences
Programme outline
• Knowing my Neighbours: Creating awareness of the different nationalities within the organisation.
• Knowing the Differences: Discussing the differences and sharing the uniqueness of each country.
• Managing Differences: Addressing stereotypes and overcoming barriers.
• Getting to Know the Host: Exploring the culture and history of the Gulf region.
Who should attend
All employees who supervise or manage multicultural teams, and are new to the region.
Duration of programme
1 day
Cultural Awareness
Programme outline
• Cultural Presentations: An opportunity for each cultural group to share information about their country.
• Visiting the Neighbours: Exploring differences and highlighting sameness.
• Getting to Know the Host: Exploring the culture and history of the Gulf Region.
Who should attend
All employees who are new to the region
Duration of programme
½ day
Putting the F&B (Fun to Buy) back into Food & Beverage
Dining out should be an enjoyable experience for everyone, be it a business lunch or a romantic dinner. At the same time, dining out also involves an exchange of goods (food and drink) for money (cash, cheque or credit cards), which simply means - Selling.
Serving staff can take an order and then, with a few simple techniques, begin to sell. In the process they can achieve two purposes - enhancing the guest’s dining experience and increasing the value of the sale.
Programme outline
| • | Suggestive Selling: Using descriptive phrasing can suddenly turn an item on the menu into a tantalising, mouth watering experience. |
| • | Lateral Selling: Once a guest has placed an order, additional items can be added on to enhance the dining experience. |
| • | Up-Selling: Using simple phrases to increase the value of a guest’s order. |
| • | Skills Practice: It is vital to ensure that guests feel that the enjoyment of their meal is of primary concern. A friendly appearance, a natural approach, and focussing the conversation on guest satisfaction are important strategies – all of which require a lot of practice. |
Who should attend
• Waiters and waitresses
• Room service order takers
Duration of programme
• 1 day
• 2 ½ days
Train the Trainers
'On Job Skills' are invaluable tools that can improve efficiency of performance across all areas. When these skills are ‘trained-in’ using a systematic and structured format, it ensures that the investment of time is equal to efficient performance.
Skills Training
Programme Outline
• Theories of Learning: The systematic approach to training and the learning cycle
• Designing and Writing Skills: Task breakdown and structuring of training
• Skills Practice: Conducting 2 short training sessions
Who should attend
All employees whose responsibility includes departmental on-job skills training
Duration of programme
3 days
Group Training
Programme Outline
• Theories of Learning The systematic approach to training and the learning cycle
• Designing and Writing Group: Mind mapping and structuring of training.
• Skills Practice: Conducting 2 short training sessions.
Who should attend
Supervisors and managers and or employees who have been assigned training responsibilities, or are responsible for training
Duration of programme
3 days
Leading Managers
The concepts and theories of management have changed radically over the years and evolved from the days of ‘Scientific Management’ to ‘Bureaucratic Management’ to ‘Matrix Management’. In order to retain a competitive edge, it is important to ensure that your managers of the future have easy access to learning resources as they enter the domain of managing people.
Management specialist and author Rosemary Stewart notes that there are three major transitions in a managerial career - the first managerial job, the manager of managers and the general manager. Our Leading Managers programme has been designed for the ‘first managerial job’. Stewart also noted that at this level, there are 4 tasks that the new manager needs to focus on: 'They have to learn what it means to be a manager. They have to develop their ability to judge others. They have to learn more about themselves. They have to learn to cope with stress and emotions.’
Programme outline
| • | So You Think You Are a Manager: Generic principles to becoming and being an effective manager |
| • | Managing Individuals and Creating Teams: Situational leadership - managing a person according to a situation |
| • | Leading Communications: Techniques for becoming better communicators |
| • | Fairness and Recognition: Implications of actions, addressing perceptions of fairness, and providing specific feedback to recognise customer-focused performance |
| • | Giving Corrective Feedback: Knowing when to coach and when to discipline |
| • | Delegating and Empowering: The Whos, Whats, Whys and Hows of delegating and empowering |
| • | Leading Managers, Leading Teams: A series of exercises for delegates to practice all techniques covered during the programme |
Who should attend
• Supervisors being developed for Assistant Manager roles
• Newly appointed Assistant Managers
• Management Trainees
Duration of programme
1 day for each module
R. Stewart (1991), Managing Today and Tomorrow, Chapter-1, Macmillan Press
Strategic Performance and Development Reviews
One of the key management concepts to evolve from the management boom of the 1980s is that of ‘Performance Management’ (PM) systems- designed to improve performance. One of these is the traditional ‘appraisal’, more commonly know as the ‘dreaded-appraisal’.
Giving and receiving feedback on how one is doing one's job ( performance appraisal) is always a daunting task. Having the knowledge and skills to conduct a constructive performance appraisal can greatly increase employee motivation and job satisfaction levels.
Programme outline
| • | Outline of Performance Review: Benefits and barriers, and planning ahead for them |
| • | Conducting a Review: Components of the review meeting, and how to begin |
| • | Focussing on Performance not Personality: How to provide specific and objective feedback based on performance, and how to motivate and encourage future development needs |
| • | Organisational Processes: How to interpret your organisational performance review systems |
Who should attend
Everyone whose responsibility includes reviewing the performance of other team members
Duration of programme
2 days
Competency Based Interviewing Skills
Whether a Multi National Corporation (MNC) or a mid-size family business, hiring the right people is an important element for sustainable growth. Dynamic teams require dynamic people; how does one recruit those people?
Conducting planned, structured interviews, having clear profiles of the type of person(s) required and linking interview questions to company competencies to provide indicators or contra-indicators of past performance, are just some techniques to ensuring the selection and recruitment of those; dynamic people.
Programme Outline
| • | The selection process: Deciding on position profiles, searching for candidates, reviewing C.V’s. |
| • | Planning the Interview: ‘To fail to plan is to plan to fail.’ A checklist of criteria to have ready before the interview that will ensure a professional fist-impression is created. |
| • | The Interview: The structure of the interview, staying in control and closing the interview. |
| • | Behavioural Questioning: Using specific question techniques to illicit examples of past performance that are used as indicators or contra-indicators of organisational competencies. |
| • | Making a Decision: The final selection and making an offer. |
| • | Role Plays: An opportunity to practice the techniques in a learning environment before returning to the work place. |
Who Should Attend
Persons who have a responsibility for interviewing
Duration of Programme
2-days
Sales Training: Our sales training programmes include retail sales & generic sales skills. Programme outlines are available upon request and tailored to your specific organisational needs.
Yield Management: Specialising in hotel selling strategies to maximise occupancies and average room rates during peak seasons. Programme outlines are available upon request and tailored to your specific organisational needs.
Team Building: Games, activities and out door pursuits designed to improve self awareness, honesty, communication and trust amongst groups of individuals that need to work together as a team: t-together, e-everybody, a-accomplishes, m-more. Programme outlines are available upon request and tailored to your specific organisational needs.
Introduction to Business Finance: This programme is designed to give managers and assistant managers the basic accounting principles in order to effectively manage the financial aspect of departmental operation. Programme outlines are available upon request and tailored to your specific organisational needs.
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