specially designed hr courses (araff shah)

TRAINING

COURSES FOR

HR

PROFESSIONAL HR WORKSHOP SERIES

WWW.COMFORI.COM | Tel : +603 56213630 1

COMFORI SDN. BHD.

Provides a platform for industrial

consultants and speakers to deliver

and share their knowledge and

experiences to industry practitioners.

We offer training solutions to various

organizations in both public and

private sectors, matching their

requirements in the technical and non-

technical segment through

comprehensive delivery.

Our selection of course facilitators

comprising of world-class practitioners

and industry specialists combined with

excellent customer service are the

foundation for the superior standards

of our programmes.

We conduct thorough market research

and incorporate practical applications

in our programmes to ensure that our

services are constantly amended to

meet market trends and fulfil our

commitment to deliver only

programmes of the highest quality. We

always strive to guarantee overall

customer satisfaction and place utmost

importance on customer feedback.

Over the span of 14 years since its

incorporation in Malaysia, Comfori has

expanded its services to cover

conferences, exhibitions, and team

building to provide an extensive

knowledge sharing platform for all

levels and fields of expertise in the

workplace.

What sets COMFORI apart from

other training providers?

Proven capability – established in 2002,

Comfori has continuously strive to

upgrade and improve ourselves as the

leading training provider around

established standards, accreditations and

measurable benchmarks

Outstanding range of choices – Comfori

provides Malaysia’s widest range of

authorized training with over 500

courses

Region wide coverage – Comfori provides

training to the Asia-Pacific regional

market

Make significant financial savings

Reduce or eliminate time spent managing

training

Provide higher levels of control and

management

Deliver higher visibility of training

investment and benefits

Improve training service levels, within

guaranteed response times


TRAINING CALENDAR 2017

COURSE CODE

MONTH PROGRAM LISTING TENTATIVE DATES

HR091 JAN MENTORING AND COACHING INTELLIGENCE 25&26

HR014 FEB COMPETENCY MAPPING IN TRAINING NEEDS ANALYSIS

13&14

MG152 MARCH EFFECTIVE PAYROLL ADMINISTRATION TECHNIQUES

27&28

MG014 APR EFFECTIVE HUMAN RESOURCE MANAGEMENT

5&6

HR010 MAY EMPLOYMENT ACT 1955 & DOMESTIC INQUIRY – APPLICATIONS & IMPLICATIONS

8&9

HR042 JUNE DEVELOPING KEY PERFORMANCE INDICATORS (KPI) FOR BUSINESS SUCCESS

7&8

HR075 JULY BEHAVIOR-BASED INTERVIEW SKILLS 17&18 HR008 AUG TRAINING NEEDS ANALYSIS 2&3

HR050 SEPT MANAGING SMART HUMAN RESOURCE DEVELOPMENT & TRAINING FUNCTION EFFECTIVELY

25&26

HR037 OCT HANDLING PROBLEM EMPLOYEES 25&26

HR096 NOV MONITORING & MEASURING TRAINING EFFECTIVENESS (ROI) & TRAINING MODULE DEVELOPMENT

8&9

HR083 DEC STRATEGIC MAP USING KPI AND THE BALANCE SCORECARDS

6&7

Introduction

Objectives1. Learn to practise powerful skills that can be immediately applied in the workplace.2. Explore specific applications that releases and develops hidden skills in the team.3. Improve relationships and communication within teams4. Understand the fundamentals and dimensions of mentoring and coaching.5. Familiarise with mentoring and coaching framework and feedback process to help enhance the performance of an individuals and teams.6. Increase awareness of personal responsibilities through effective questions.7. Design effective mentoring and coaching framework.8. Gain clarity on starting point, objectives and goals.9. Learn how to establish rapport for effective mentoring and coaching.10. Active listening skills, asking questions and providing effective feedback.11. Identify and eliminate limiting beliefs that prevent performance improvement.12. Assist mentors and coaches to break out from fear or failure.

Who Should Attend?1. Supervisors2. Managers3. Heads of Department

Course OutlineDay 1Module 1: Skills for Effective Leaders1.1 Critical qualities all successful leaders must possess1.2 Your unique leadership style: Recognising your strengths and limitations1.3 Understanding the difference between managing and leading1.4 The secret to making your employees feel valued by you and the organisation

Module 2: Fundamentals of Mentoring2.1 Understanding the different aspects of mentoring 2.2 Understanding what mentoring is not2.3 Different roles that mentors play

Module 3: Fundamentals of Coaching3.1 What is Life Coaching and Business Coaching3.2 The difference between Coaching, Therapy and Counselling3.3 Understand the drivers that shape behaviours of effective coaches3.4 Objectives and mindset of a coach3.5 Morals and ethics of coaching3.6 Learn the dimensions of coaching; Reinforce, Enhance and Develop

Module 4: Communication Techniques4.1 How to give clear, precise instructions that cannot be misunderstood4.2 Steps to providing feedback that results in positive change instead of anger and defensiveness4.3 Improving your listening skills and doubling your effectiveness4.4 What to say when, tips for lessening or even preventing verbal attacks 4.5 Strategies for keeping the lines of communication open

Day 2

25 & 26 Jan 2017

MENTORING AND COACHING INTELLIGENCE


Mentoring and coaching are two personal development methods that nurture a person’s own abilities in order to improve behaviour and perform-

ance. They are processes that enable both individual and organisation to achieve their full potential.

Mentoring and coaching are popular capacity-building tools, especially in the area of leadership development. They are often mentioned in proposals and

reviews as key elements of good capacity-building practice. Yet despite their current status, many are unclear what mentoring and coaching really involves and

where and when they work.Mentoring is a critical component in transferring knowledge between individuals and

within organisations as well as developing relationships within a supportive organisational culture. At the core of mentoring is the ability to create awareness and

understanding of others. Coaching draws out the skills, resources and creativity that already exist within you to overcome your most difficult professional challenges.

Though the processes of mentoring and coaching are somewhat similar, there are subtle but significant differences in aim, emphasis and style. Mentoring tends to be viewed as an open-ended personal development; whereas coaching is viewed as task-oriented, skills-focused, directed and time-bound. The reality is that there is considerable convergence and overlap between these approaches.

To get the best out of mentoring and coaching be equipped with techniques to generate personal change and bring out the best in peers, subordinates or clients. Learn the secrets on how to quickly gaining the willing cooperation of team members through mentoring and coaching skills and ensure sustainable change in mental models and actions to reach peak performance.

Participants will emerge from the workshop having the knowledge and skills to become effective mentors and coaches. Also, they will know how to use the tools and techniques to drive staff motivators, ownership, productivity and effectiveness in their workplaces.

Workshop Methodology This workshop is designed to be highly interactive with a mix of theory and practical sessions (group problem-solving/planning, experiential practice with role-playing of varying difficulty scenarios, interactive discussions and application exercises).

Module 5: Coaching to Peak Performance5.1 Keys to effective coaching5.2 How to establish a more positive, energised work environment5.3 Different coaching approaches for different employees5.4 Motivation techniques every leader should know5.5 Using the “Plan of Action” chart to keep individuals focused on the task at hand

Module 6: Coaching Underachievers6.1 Recognising the reasons for employee’s mistakes and frustration6.2 How to handle the most common employee problems6.3 Steps for discussing performance issues effectively in a face-to-face meeting6.4 Understanding your role when an employee brings personal problems to work6.5 Holding employees accountable; the bottom line in dealing with underachievers

Module 7: Mentoring Team Members7.1 Why the best leaders are also strong mentors7.2 Essentials for successful mentoring7.3 Common mentoring mistakes and how to avoid them7.4 Empowering employees to tap their personal strengths to exceed your expectations7.5 How to plan for each employee’s continuous development

Module 8: Creating a Stronger and More Effective Team8.1 Building trust and mutual respect8.2 Boosting cooperation and teamwork8.3 How to keep your team up and energised under pressure, crisis and change8.4 Overcome the “inherited employee” syndrome8.5 Spotting employee burnout before it is too late and how to help them

IntroductionA well-executed training needs analysis [TNA] will enable your organisation to align the skill sets currently available in your organisation with those skill sets required to meet your business objectives. If conducted appropriately, it helps to diagnose which areas that really need training and/or other means of intervention. The new ISO 9001:2000 has specifically stipulated the requirements of a competency-based training and development programme.

This 2-day training and workshop course is designed for Human Resource staff, in particular HRD personnel, to conduct a TNA and to introduce or upgrade existing TNA approaches that involve a strategic framework to map up competencies in an organisation.

ObjectivesAt the end of the workshop, participants will be able to:

Competency Mapping exercise

gathering and analysing training needs

gathering methods used in a TNA

and a Competency mapping

Who Should Attend?

Training and Development staff, Training departmental managers and executives, departmental heads involved in training needs identification, other staff with training responsibilities.

Course OutlineDay 1Module 1: Training vs. Learning

1.2 Differences between training and learning in an organisation

Module 2: Job Function Analysis and ADDIE Model2.1 Systematic approaches to training and development2.2 Analysis of job functions

Module 3: Training Design3.1 Defining training objectives3.2 Design of training3.3 Assessment of training needs

Module 4: Competency Mapping4.1 Concept of competency4.2 Core competencies and strategic competencies

Day 2

Module 5: TNA as a Mini Project5.1 Organising and planning the TNA5.2 TNA project scope and time scale

Module 6: TNA – Process, Outcome and ISO Compliance6.1 Training budget and training plands6.2 ISO 9001:2000 requirements on a competency- based training6.3 Conduct of a TNA survey

Module 7: Is Training the Solution?7.1 Analysis of survey results

7.3 Knowledge-based TNA

13 & 14 Feb 2017

COMPETENCY MAPPING IN TRAINING NEEDS ANALYSIS


IntroductionThe accuracy and fairness in managing the payroll must not be overlooked. Compliance to the relevant Labour Act and regulations are critical to ensure the accuracy and fairness in handling payroll administration in order to avoid negative staff morale and costly penalties. The accurate definition, compliance and computation of wages, working hours, overtime calculation, EPF & SOCSO, and many others will minimize disruption to your operations and company integrity. It is imperative for employers, HR practitioners, Payroll staff, or anyone involve in Payroll & Benefits Computations, to be aware and thoroughly understand the interpretations of the relevant Act and regulations. Our experienced, hands-on Trainer will ensure you are well equipped and competent to apply and comply with the requirements of the law and contracts, and to fully understand the employer’s and employees’ rights, as per the latest revisions.

ObjectivesUpon completion of the training, managers will be able to:

related to payroll matters, including the latest labour law amendments and budget announcement.

accordance with the law

establishing a pay structure

pay

workforce

Who Should Attend?Managers, executives, clerks and all related personnel involved in payroll, HR and accounts.

Course OutlineDay 1Module 1: General and Contract of Service1.1 Payroll documentation1.2 Employer – Employee relationship1.3 Contract of service1.4 Probationer rights

Module 2: Working Hours2.1 Definition of normal hours of work2.2 Definition of work shift2.3 How to decide “day” for shift workers2.4 Is substitution on a rest day allowed?2.5 Part-time employee

Module 3: Establishing A Pay Structure3.1 Legal requirements for pay3.2 Economic influences on pay3.3 Employee judgments about pay fairness3.4 Pay structure: Pay rate, pay grades, pay ranges, pay differentials3.5 Current issues involving pay structure

Module 4: Payment of Wages4.1 Mode of wage payment4.2 Specimen of ‘statement of wages’4.3 Meaning of ‘wages period’4.4 Minimum wages4.5 Deadline set for payment of wages4.6 Deadline for payment of overtime wages4.7 Effects of deductions from wages4.8 Maximum deductions from wages in one wage period4.9 Maximum amount of advance permitted4.10 Responsibility for payment of wages to employees by principle under contracting work

Module 5: Payment of Overtime Allowances5.1 Definition of ‘overtime’ and normal hours of work5.2 Maximum hours of overtime permitted5.3 ‘Ordinary rate of pay’ and ‘hourly rate of pay’5.4 Calculations of ‘hourly rate of pay’5.5 Calculations of salaries for an incomplete month of service5.6 Rate of overtime pay on a paid public holiday and rest day

Day 2Module 6: Employee Leave6.1 Annual Leave6.2 Unpaid Leave6.3 Sick Leave and Hospitalisation6.4 Maternity Leave

Module 7: Payment of Termination of Employment7.1 Definition of termination7. Payment on termination7.3 Payment on retrenchment7.4 Payment on VSS or MSS7.5 Constructive dismissal

Module 8: Employee Provident Fund8.1 Employer registration8.2 Compulsory contributions8.3 Definition of wages8.4 Statement of EPF contributions8.5 Nomination of beneficiaries8.6 Procedures for withdrawal8.7 Types of withdrawal

27 & 28 March 2017

EFFECTIVE PAYROLL ADMINISTRATION TECHNIQUES


Workshop Methodology Interactive lectures, practical exercises, discussion on all relevant aspects of payroll management to ensure participants grasp the aspects presented.

Module 9: SOCSO Contributions9.1 Definition of wages9.2 Compulsory contributions9.3 Categories of employee covered by the Act9.4 Scheme of insurance9.5 Meaning of invalidity9.6 Benefits offered under employment injury scheme9.7 Eligibility for invalidity pensions9.8 Rates payable under invalidity pension scheme9.9 Minimum benefits admissible for temporary or permanent disablement9.10 Compensation payment9.11 Claims procedures

Module 10: Introduction to Individual Tax10.1 Types of employment income10.2 Tax exemption benefits10.3 Tax relief10.4 Tax rebate

Module 11: Case Studies

IntroductionThe role of the HR is not only to carry out the operational functions of the human resource department but also to understand the general policies and some legal implication. This programme is designed to equip your HR staff with proper knowledge and skills as well as the practical approaches and techniques in running the Human Resource function effectively.

ObjectivesAt the end of the workshop, participants will be able to:

Resources

documentations, policies and system

common practices and legal requirement

in-line with proper standards through bench marking.

skills in the workplace to enhance Performance productivity and develop good customer service

Act 1955

Who Should Attend?All new HR practitioners

Course OutlineDay 1Module 1: Understanding the Human Resource Management and the Latest HR Challenges

Module 2: Recruitment and Selection Process2.1 Start with strategic selection2.2 How to select the right candidate2.3 Behavioural interview2.4 The process in recruitment and selection

2.6 Role-play

Module 3: Salary Structure and Payroll Administrations3.1 Having a pay structure

3.3 Payroll administration

3.5 The wages period and time3.6 Priority of wages3.7 Ordinary rate pay3.8 Overtime calculation

Module 4: Employment Act4.1 Those critical and important interpretation and section

required to understand

Day 2Module 5: Managing Training Function

5.4 Annual training plan and budget

5.6 Group discussion

Module 6: Managing Problematic Employees6.1 Type of staff problems6.2 Discipline procedures

6.4 Minor and major misconduct6.5 Handling difficult employee - Habitual latecomer

- Poor performance

- Other problems

Module 7: Manpower Planning7.1 Manpower planning process7.2 Manpower strategies7.3 Downsizing

Module 8: Human Resource Reports

Module 9: Human Resource New Competencies

5 & 6 April 2017

EFFECTIVE HUMAN RESOURCE MANAGEMENT


IntroductionIt is imperative for employers, through its Management staff, Human Resources and Industrial Relations personnel, Line Managers and Supervisors as well as anyone involved in Payroll and Benefits Computations and Employees Supervision, to be aware and thoroughly understand the interpretations of the Labour Laws.

Employees’ discipline is no longer a simple task. Today, employer-employees relationship has become complex, governed by various legislations which need to be understood and which employers must conduct their employees relationship within the parameters. Improper implementations of Employment Act and other legislations, and improper handling of Domestic Inquiry procedures can result in the Labour Court and the Industrial Court ruling in favour of employees and costly monetary compensation.

ObjectivesClear your confusion over the right applications and effects of the Employment Act 1955 and the Industrial Relations Act 1967 on the processes of handling employees’ rights, benefits and disciplinary issues.

Act/legislations

legislations and employees’ contracts

misconduct

correlation with employees motivation

recommendations

Who Should Attend?

Executives/ Supervisors/ Officers/ Assistants

human resources matters, affairs and welfare

Course Outline

Day 1Module 1: Introduction

Module 2: Employment Act 19552.1 Employer/Employee relationship2.2 Employment contracts2.3 Employer/Contractor2.4 Employment of women2.5 Employment of child and young person2.6 Wages

2.7 Termination of contracts2.8 Termination, lay-off and retrenchment benefits2.9 Normal hours of work2.10 Overtime2.11 Public holidays2.12 Rest day2.13 Annual leave

2.15 Sick leave and hospitalisation2.16 Maternity leave2.17 Power of Labour Department2.18 Obligations of employer

Module 3: Case Studies and Q&A

Day 2Module 4: Domestic Inquiry4.1 What is discipline?4.2 Difference between self-discipline and enforced discipline

4.5 Investigating misconduct

4.7 How to prepare and draft changes?4.8 Difference between show-cause and conducting domestic inquiry4.9 Role of various parties at an inquiry4.10 Evaluation evidence adduced at the inquiry/Arriving at a decision4.11 The difference of termination and dismissal4.12 Drafting suspension, termination and dismissal letters4.13 Meting out the correct punishment

Module 5: Role-Play and Case Studies

Module 6: Reflective Group Discussion and Q&A

8 & 9 May 2017

EMPLOYMENT ACT 1955 AND DOMESTIC INQUIRY: APPLICATIONS AND IMPLICATIONS


IntroductionToday, whether managers are in the private, public or not-for-profit sectors, they are rightly concerned with performance measurement. However, they are faced with the following questions:

KPIs help us to focus on what we need to do to improve our

factors is the closest we can get to a guarantee of our future success.

ObjectivesDuring this training participants will have the opportunity to learn how to:-

measures

methodology

relevance to your organisation

Who Should Attend?

Course OutlineDay 1Principle of “Good Deeds” as a Benchmark for Excellent Performance

Creating Learning Organisation for Better Human Capital

Productivity: Creating capable Followers in Enhancing Corporate Performance

Managing a Successful Team: Towards Organisational Excellence

Day 2Key Performance Indicator (KPI): Measurement of Excellence

Balanced Scorecard: Good Measurement Makes a Difference in Organisational Performance

Collaborative Management: Towards Effective Performance

Integrity and Accountability for Better Quality and Better Society

7 & 8 June 2017

DEVELOPING KEY PERFORMANCE INDICATORS (KPI) FOR BUSINESS SUCCESS


IntroductionBehaviour based interview training is more popular than ever. Behaviour based interview training means more investment upfront but less later down the line.

Angela Dennis, a consultant for Behavioural Technology, says behaviour-based interviewing lowers turnover rates. That's because behaviour is as important as skill or talent. Even someone's values are not as important as how they behave. Not many people match their actions to their word. Because, according to Julie Montgomery of Sprint Paranet, "people repeat behaviours...if you can see what a person did in the past, they'll pretty much act the same way in the future."

Behaviours are habits. Habits can be tough to change. If someone has a certain pattern of behaviour, chances are they'll continue to behave this way in your organisation too.

Behavioural based interviewing is a new style of interviewing that more and more companies and organisations are using in their hiring process. The basic premise behind behavioural interviewing is this: The most accurate predictor of future performance is past performance in a similar situation. It provides a more objective set of facts to make employment decisions than other interviewing methods. Traditional interview questions ask you general questions such as “Tell me about yourself.” The process of behavioural interviewing is much more probing and works very differently.

ObjectivesIn this training programme, participants will

time and energy

situations

Personality Profiling tools effectively to minimise the chances of getting the wrong staff

masking their behaviour

different behavioural personality that will help in staff selection

employment-related situations

Who Should Attend?For those who are involved in the process of selecting staff or conducts interview

Course OutlineDay 1Module 1: Traditional Interview vs. Behavioural Interview1.1 Discover the differences between traditional interview and behavioural interview

Module 2: Profiling the Candidate and the Job

candidate/job profile that focuses on essential functions and the corporate culture of your company

Module 3: Steps to DISC Insight Personality Profiling3.1 Enlighten self-personality by conducting the

environments based on the interpretation of the profiling assessment

Day 2Module 4: Interview Procedures: Behavioural-Based Method

behavioural-based interview

Module 5: Questions: Behavioural-Based5.1 Assess competencies in candidates using a variety of behavioural-based questioning techniques

Module 6: Verifying the Information6.1 Various tools to verify the accuracy of the information during the interview

17 & 18 July 2017

BEHAVIOURAL-BASED INTERVIEW SKILL


Introduction“Effective training or development depends more on knowing what results are required – for the individual, the department and the organisation as a whole. With limited budgets and the need for cost-effective solutions, all organisa-tions need to feel secure that the resources invested in training are targeted at areas where training and development is needed and a positive return on investment is guaranteed. Analysing what the training needs are is a vital prerequisite for any effective training programme or event. Simply throwing training at individuals may miss the priority needs, and even cover areas that are not essential.” Chartered Management Institute – TNA Training and Development Checklist

TNA is usually required when any of the external ‘driving’ factors e.g. political, economic, social, technological, legal, environmental (PESTLE) causes change within the organisation, and in many ways, affect the behaviour and performance ability of people in the organisation. By conducting TNA, it can be ascertained whether the change will lead to training, or instead, other non-training activities like reviewing job descriptions or preparing a new handbook.

ObjectivesAt the end of this programme, among others, participants will be able to:

in their organisation which ultimately cause the need for TNA

performance gap

close performance gap

delivery and evaluation

Who Should Attend?Personnel in HR function, i.e. Executives, Assistant Managers and new HR Managers. This programme is also open for personnel in other functions.

Course OutlineDay 1Module 1: Business and Sustainability1.1 The purpose of business 1.2 21st century business – characteristics1.3 The case for business sustainability

Module 2: Business and People’s Competence2.1 Business resources: human resource – the business’ no. 1 asset2.2 What is competency? What indicates competence, or non-competence?2.3 Competency – what is the cost of not measuring competency gap?

Module 3: Change and Competence3.1 Challenges and change factors affecting business 3.2 Change factors affecting business, and your human resource – but at what degree?3.3 Competency gap measurement – Required vs. Current competency

Module 4: TNA – Overview and Process4.1 What is TNA? 4.2 The TNA process map – an overview4.3 TNA – the detail process: planning the TNA

Day 2Module 5: TNA – Overview and Process5.1 TNA – the detail process: gathering data 5.2 TNA – the detail process: turning data into useful information5.3 TNA – the detail process: presenting the report

Module 6: TNA – Interventions: Training-Based6.1 Training as a performance intervention: design – pilot – deliver 6.2 Evaluation of training effectiveness

Module 7: TNA – Interventions: Non-Training-Based7.1 The non-training interventions

7.3 Monitoring the interventions’ effectiveness

Module 8: TNA – The TNA Consultant 8.1 Attitude and values of the TNA Consultant8.2 Skills and knowledge required as a TNA Consultant 8.3 TNA Sample Form – a discussion

2 & 3 August 2017

TRAINING NEEDS ANALYSIS


Workshop Methodology

IntroductionThe role of training department in organising Human Capital Development activities are equally important to other department roles and functions especially in managing human resource development and talent. This particular programme has been designed to build specific skills and competencies for staff that manages and coordinates training function in order for them to perform accordingly and effectively.

ObjectivesBy the end of the course, you would be able to:

coordinator

budget and calendar

o Knowledge management

Who Should Attend?

for the management of the training functions and the design of the training programme

Course OutlineDay 1Module 1: Overview

1.3 Training vs. Development1.4 Business challenges vs. People competency

education

Module 2: Training Needs Analysis

2.3 Proactive and re-active approach2.4 Determining whether training is the appropriate solution to a problem

Module 3: Method of Identifying Training Needs3.1 Job description3.2 Performance analysis

Module 4: Understand the Human Resource Development Fund4.1 Statutory prohibition

Day 2Module 5: Managing Your Training Environment

5.2 Selecting training provider5.3 The differences between course, seminar and workshop

Module 6: Course Evaluation Method6.1 Training evaluation6.2 Measuring training effectiveness within 3 months, 6 and a year upon completion of the training

Module 7: Induction Programme and On-The-Job Training (OJT)

7.4 Multi skilling

Module 8: Structuring Training Techniques

8.3 Methodology and approach

Module 9: Knowledge Management

9.3 Having a library9.4 Benefit of KM

25 & 26 Sept 2017

MANAGING SMART HUMAN RESOURCE DEVELOPMENT AND TRAINING FUNCTIONS EFFECTIVELY


IntroductionAll managers will have to deal with difficult employees during their careers. First, there will always be difficult employees. Second, it's the manager’s responsibilities to deal with them. If they didn't deal with the problem, it will only get worse.

The employee needs to know what is inappropriate about their behavior and they also need to know what is appropriate behavior. The need for a manager to communicate clearly is always high. It is especially important in these situations.

Objectives

productive management of various work behavior.

behavior from escalating

whenever encounter difficult behavior

effectively

Who Should Attend?This course designed for line managers who have a responsibility for managing the performance and conduct of staff/employee.

Course OutlineDay 1Module 1: Why are some people difficult to manage or supervise?1.1 What makes employee difficult? 1.2 What are the causes of difficult behavior? 1.3 Are they ‘really’ difficult or just different?

Module 2: People Style at Work2.1 What’s your style? 2.2 Understanding the strength and weaknesses of each style. 2.3 Styles under stress

Module 3. Managing ‘Difficult’ Behavior3.1 Common type of difficult behavior. 3.2 How to deal effectively with each difficult type.

behavior

Day 2Module 4: Handling Challenging Conversation4.1 What is Challenging Conversation? 4.2 How to approach difficult conversation? 4.3 Preparing for the conversation. 4.4 Process of handling difficult reaction

Module 5 : Documenting Disciplinary Action5.1 Internal Disciplinary Procedure. 5.2 Counselling or Coaching?

Module 6: Progressive Discipline and Counselling6.1 Progressive discipline steps6.2 Dismissal for misconduct or poor performance6.3 Consultation and documentation6.4 Counselling and coaching towards improvement

25 & 26 Oct 2017

HANDLING PROBLEM EMPLOYEES


WORKSHOP METHODOLOGY

IntroductionMeasuring the effectiveness of training programs consumes valuable time and resources. As we know all too well, these things are in short supply in organi-zations today.

Many training programs fail to deliver the expected organizational benefits. Having a well-structured measuring system in place can help you determine where the problem lies. On a positive note, being able to demonstrate a real and significant benefit to your organization from the training you provide can help you gain more resources from important decision-makers.

Objectives

effectiveness

evaluation

Model

Who Should Attend?

evaluating and measuring staff training effectiveness as well as developing training module (internal trainers)

Course OutlineDay 1Module 1: The importance of Measuring of Training Effectiveness

1.3 Why measure

Module 2: Method of measuring

Module 3: Practical exercise using some of the above tools

Module 4: KIRK PATRICK evaluation tool

4.2 Level 2 (Learning)

4.3 Level 3 (Behavior)

Day 2Module 5: WHAT IS TRAINING ROI

5.3 How to go about it

Module 6: Training module Development

6.4 Workshop : Group activities

Module 7: Designing the Training Module

7.3 Measurable result7.4 Achievable result and outcome

7.8 Workshop group activities

Module 8: Developing the Training Module

8 & 9 Nov 2017

MONITORING & MEASURING TRAINING EFFECTIVENESS (ROI) AND TRAINING MODULE DEVELOPMENT


IntroductionA Strategic Map is a management tool aimed at organizing a team towards the achievement of their business objectives. It is an ongoing process of monitoring results of work activities, collecting and evaluating performance to determine achievement of goals and using performance information to make decisions, allocate resources and communicate whether or not objectives are met. A properly designed and implemented performance management program, is often linked to a solid Strategic Map – driven by the Balanced Scorecard (BSC).

The primary focus of this training is to provide participants with a broad overview of Strategic Maps and linking the map to Balanced Scorecard and KPI imperatives for corporations. The course delivery includes presentations, discussions, case studies and role plays designed to assist participants in applying these concepts at their workplaces.

ObjectivesAt the end of the training, participants should be able to:

maps, the BSC and KPIs

link to overall divisional ad individual performance assessment

strategy to performance assessment using the BSC as a tool

Who Should Attend?

and those who are involved in evaluating their organisational performance using BSC approach

Course OutlineDay 1Module 1: Introduction to Strategy and Strategic Maps1.1 Terms and definitions1.2 Corporate, Functional and tactical Strategy1.3 Pitfall to avoid1.4 Major performance initiatives

Module 2: The BSC2.1 Overview of performance management system

2.3 Getting SMART targets2.4 Agreeing development needs2.5 Aligning individual and organization needs

Module 3: Aligning Strategy to BSC and KPIs3.1 Types of Key Performance Indicators

3.3 Cases

Day 2Module 4: Implementation of S-MAPS4.1 Performance Planning - Competencies4.2 Core and functional competencies4.3 Identification of core competencies for organization, industry4.4 Levels of competencies

Module 5: Who is involved5.1 Roles of appraise, appraiser & reviewer during Mid-year review5.2 Roles of appraise, appraiser & reviewer during Annual review5.3 Keys steps during an annual review5.4 Redressed process

6 & 7 Dec 2017

STRATEGIC MAPS USING KPIS AND THE BSC


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PROGRAM LISTING

MODE OF PAYMENT

Payment Via:Cheque by post/courierTele-TransferDeposit into Our Account

Cheque or bank draft in favour of:COMFORI SDN.BHD.E-02-03, East Wing, Subang Square Business Centre, Jalan SS15/4G, 47500 Subang Jaya,Selangor, Malaysia

(581115-T)

Mentoring And Coaching Intelligence (25 & 26 Jan )

CONTACT DETAILS

COMPANY INFORMATION

Sales Contract

PARTICIPANTS INFORMATION

MR. AL-ARAFF ZAHILSHAHTel : +60 (3) 5621 3630Fax : +60 (3) 5638 8248H/P : +60 (14) 725 7760Email : [email protected]

Inclusive of 6% GST

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Course fees include course materials and refreshments unless otherwise stated. Payment Terms. Once a completed registration form is received by Comfori, an invoice will be issued. Payment must be made within seven (7) days from the date the invoice is issued. Full payment must be received prior to the event date. Comfori reserves the right to deny admittance to an event if full payment has not been made. Companies that intend to make payments after the event are required to submit a Letter of Undertaking as payment guarantee. Certificate of attendance to the event will be awarded only after payment is received. Cancellations and Substitutions. All cancellations must be made in writing at least 14 days prior to the event date. No refunds will be available following a cancellation. However, if full payment had been made, the payment will be credited towards rescheduled dates or to a future Comfori event. A credit note or a free seat voucher of equivalent value that could be used at future Comfori events will be issued. Comfori reserves the right to charge all hotel booking fees to the client as the result of a cancellation. Substitutions are always welcome at no extra charges. Substitution of participants must be made at least one (1) working day before the event date.Note.Comfori reserves the right to cancel, postpone, or alter the advertised programmes at any time. Comfori will not be held liable for any costs or liabilities incurred by clients as a result of the change of date/programme/venue. Should a cancellation of an event by Comfori occur, the event will be fully refundable.Money Back Guarantee. The decision on refund amounts is subjected to the sole discretion of Comfori’s management.Copyright. Distribution, republication and duplication of all contents and materials provided and distributed by Comforiare strictly prohibited.Incorrect Mailing Information. Should mailing information or company details be incorrect or inaccurate, please contact us immediately. Disclaimer. Upon submission of this registration form, client acknowledges that he/she has read and accepted all the terms and conditions as listed above. GST. Price quoted inclusive of 6% GST. (COMFORI’s GST No : 001239465984).

TERMS & CONDITIONS

Competency Mapping In Training Needs Analysis (13 & 14 Feb)

Effective Payroll Administration Techniques (27 & 28 March)

Effective Human Resource Management (5 & 6 April)

Employment Act 1955 & Domestic Inquiry – Applications & Implications ( 8 & 9 May)

Developing Key Performance Indicators (Kpi) For Business Success (7 & 8 June)

Behavior-Based Interview Skills (17 & 18 July)Training Needs Analysis ( 2 & 3 Aug)

Managing Smart Human Resource Development & Training Function Effectively (25 & 26 Sept)Handling Problem Employees (25 & 26 Oct)

Monitoring & Measuring Training Effectiveness (Roi) & Training Module Development (8 & 9 Nov)Strategic Map Using Kpi And The Balance Scorecards (6 & 7 Dec)

specially designed hr courses (araff shah)

Documents