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Subscribe to this list via RSS Blog posts tagged in HR training

Posted by on in Workplace training

Short. Focused. Relevant.

The PSW HR Solutions short course program is designed to present essential skills and knowledge in an easily digestible format of just one or two days. Developed and presented by industry professionals who draw not only on best practice from around the world, but their own years of actual experiences managing teams and operating in challenging operating environments.  

Our programs are interactive, activity based and provide practical opportunities to develop skills that you can apply directly into the workplace.

2016 has seen us add to our regional locations and we would encourage organisations operating in regional or rural centres to contact us for learning and development programs for your team. We understand the challenge of accessing high quality training that regional areas encounter!

We offer the following short course programs:

  • Investigation skills
  • Stepping into Leadership Roles
  • Dealing with Difficult People
  • Meaningful meetings made easy
  • Building Resilience
  • Creating High Performance Teams
  • Managing Challenging Behaviours
  • Preparing for Difficult Conversations
  • Taking Control in a Crisis

All our short course programs can be tailored to meet your organisational requirements. 
Please contact us to build your own custom made program delivered by experienced managers and educators.

All our short courses can be delivered conveniently on site around Australia.

Please contact us for details.

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Posted by on in Workplace training

As professional mediators, the PSW HR Solutions team are often asked by clients for advice about how to handle difficult conversations in the workplace.  

It is a predictable part of working life that we will need to have difficult conversations with clients, staff and stakeholders at some point. Many managers rely on their position to ‘manage’ people rather than developing the skills to lead through engagement and the ability to influence. 

Proactively managing difficult conversations can be a litmus test for many people in the workplace.  Unfortunately, many people find the process intimidating and go to great lengths to avoid a personal conversation.  Alternatively, a clumsy response can inflame the potential conflict which makes the situation even more uncomfortable for everyone!

When handled well, difficult conversations can be a good thing.  

They create opportunities for people to find common ground, confirm expectations around behaviour and performance and create improved understanding. Open and personal communication allows ongoing organisational problems/ festering issues that often affect others in the workplace to be positively managed. Confident management of challenging conversations can be the catalyst for new or improved workplace practices and processes being implemented. They may even create the space for new perspectives to be considered and/or result in a change in management direction or thinking.

So how do you get from the ‘Houston, we have a problem’ stage to sustainable positive outcomes? 

A great place to start is with your preparation and planning skills. Here are our top tips to improve your confidence in managing even the hardest workplace conversations:

1.  Prepare before the discussion. Consider time, date and place. Your goal is to progress the situation positively, not make it worse. Reflect on what the key points of the discussion need to be so you can stay focused and don’t get side-tracked or forget important things you need to mention.  The location can be critical in platforming positive outcomes – where is the best location to raise contentious issues?

2.  Do your research to ensure the information you intend to provide is accurate. Distinguish between opinions, hearsay and facts. Don’t make assumptions about the other person’s motives or intentions – and don’t assume that they will be able to see things from your point of view.

3.  Be clear in your own mind about what you want to achieve from the conversation.  Are you just trying to raise the other person’s awareness of a difficult issue or aiming for a change in work performance, personal attitude or behaviour?  Try to summarise your goal/s in two or three short sentences. What outcome from the discussion would you consider to be a satisfactory result? Can it be measured. If so, how?

4.  What will your opening statement be? This could set the tone for the entire conversation so think about it carefully. Mentally rehearse what you want to say in your mind. Picture yourself calmly outlining what the issues and impacts are for the individual concerned, the team, and the workplace as a whole. Can you think of a way to start and finish on a positive and supporting note? 

5.  How would you feel if you were on the receiving end of the information that you will provide? Put yourself in the other person’s shoes. Would you feel fear, embarrassment, anger or shame?  Anticipate and prepare for the person to ‘vent’ or become emotional.  Anticipate the range of reactions and plan for those responses.

5.  Focus on your communication skills – verbal, non verbal and active listening skills. Keep the language around the discussion as objective and unemotional as possible. Your capacity to communicate assertively and confidently will be a key factor in your ability to manage difficult conversations positively. 

6.  Consider what your role may have been in the situation. Don’t just rely on your own judgement.  Ask a trusted colleague for their perspective. You may not be fully aware how your own actions or words have influenced the behaviour, attitude or decisions of others.  If, on reflection, you feel you may be at fault in some way, be prepared to be honest and open about your part in the matter.

7.  Show respect for the other person. Don’t ambush them with an unexpected meeting or tip-toe around the subject in fear of an imminent explosion. Be courageous and clearly articulate the reason for needing to have the conversation, i.e. be specific about the issue/s you want to talk about.  Book an agreed date and time to have the discussion. Most people appreciate a direct approach and authenticity far more than side-steps and false camaraderie.

8.  Be prepared to allow the other person to help come up with a solution or next steps forward.  This will show that you are listening, being open and flexible.  It may also mean the other party is more likely to respect and abide by whatever actions are agreed upon as a result of the discussion.

If you would like to speak to the PSW HR Solutions team about working with your management and leadership teams on how to handle the difficult conversations, please get in touch.

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Posted by on in Workforce Planning

Moving into new or expanded leadership roles can be both exciting and daunting. Many frontline or first time leaders often have strong technical or operational skills but, as any leader will tell you, it is the people management skills involved in successfully leading teams that are often described as the most critical!

For those experienced leaders, adapting and growing your leadership skills as your responsibilities or the size of your team expands can also challenge our confidence. The weight of expectation can be overwhelming so it becomes important to make the best possible start on the new leadership journey.

Here are some strategies to help you make the best possible start to fulfilling your leadership role.

1. Do your homework on the business unit as much as possible. Understand their role,  previous performance successes and disappointments, any external challenges they have faced recently or changes that may be imminent.

2.   Confirm the scope of your responsibilities, available resources, levels of decision making authority and ways in which your performance will be measured.  

3.   Spend some time on determining how your role and your team can add the best value to the organisation. Start to build your strategic thinking capability. Reflect on what the functions are of the team. Are there opportunities to improve the contribution to the organisation in the way the team delivers their services?

4.   Develop and confirm your ‘must do’ priorities for your first 3,6,9,12 months. This planning includes the preparation of your ‘100 day plan’ usually at the commencement of a new position which assists you to focus your energies and avoid becoming overwhelmed. Once developed the plan should be discussed with your senior managers and also your teams so that the focus of your efforts is clear and expectations can be clarified.

5.   Clearly communicate your vision or plan to the team. Where do we want to be in 12 months? What do we want to have achieved? What are our goals? How will we get there? How will we measure our performance?

6.   Discuss and confirm the communication methods that will work most effectively for your teams, senior managers and peers.  

7.   Define the culture you believe is necessary for the team. What behaviours are appropriate? What positive behaviours and attitudes need to be fostered? Once these have been defined you can communicate those expectations clearly to the team. What key organisational documents will support you in driving positive cultures?

8.   Make a concerted effort to personally connect with your team and one to one partnerships.

9.   Make a conscious and determined effort to make positive impressions at every opportunity in your new role. Convey your leadership through your communication and your actions by delivering on expectations with conviction and enthusiasm.

10. Invest in your network. Create a deliberate strategy to invest in building strong internal and external stakeholder partnerships. 

11. Manage the change process. Where you have a number of change projects identified, reflect on the priority, the expected outcome, the current engagement level of the team and implement the change program accordingly. It will be counterproductive to tackle too many fires at once. Focus on small wins initially to build your confidence and the confidence of those around you.

12. Deliver.  Deliver.  Deliver. New managers must deliver successful outcomes within reasonable time frames. Identify the priorities and focus your efforts on ensuring that projects of tasks are completed to a high standard. Resist the temptation to take on too many things at once for exactly this purpose. It will undermine your efforts to complete and this will affect your confidence.

For more information on options to develop confident and competent leaders in your  organisation, please contact us.

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Our RTO, ACIM Solutions is pleased to announce that we will be conducting the Certificate IV Government (Investigations) PSP 41512 course in Newcastle. 

This course is often only available in the face to face format for people in organisational groups, however due to interest from of individuals seeking to undertake the qualification in a face to face format we are now offering it open to the public.

Career opportunities:

DATES    

Tuesday, 22 September 2015 – Thursday, 24 September 2015 (3 days) Block 1

Tuesday, 29 September 2015 – Wednesday. 30 September 2015(2 days) Block 2

COST            

$2800 per person (GST free)

This course is part of our suite of development programs that we tailor for organisational groups. All are offered in blended formats that include face to face workshops, RPL, credit transfer and assessment only options.

Please contact us for more information or enquire online at ACIM Solutions.

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All successful organisations know that developing employees makes good business sense.  However tight economic times have put training budgets under pressure. Fortunately there are a range of options organisations can explore to improve the skill sets of their teams.

The key to ensuring a good return on your development dollar is to ensure programs are focused on:

  • What are the gaps in the business that training and development can impact on?
  • How will the training add value to the business?
  • Which team members will benefit most?
  • What format of development activities best suits both the organisation and the learner? 
  • How will we evaluate the learning and development activity?

 

Why developing your staff makes sense

Training helps organisations run better

Trained employees will be better equipped to manage technology improvements, handle customers, keep up to date with legislative changes and perform their duties safely for example. 

A learning and development culture is a recruiting tool

Staff members are looking to develop their skills now that many people are working for longer periods. Similarly, research shows younger workers are more likely to be recruited to organisations that can demonstrate ongoing learning values. In short, you are more likely to attract and keep good employees if you can offer development opportunities.  

Investing in your people builds loyalty

Well thought through learning programs send a clear message to your teams that you value them enough to invest in them. 

Learning and development promotes job satisfaction

Nurturing employees to develop more rounded skill sets will help them contribute to the company. The more engaged and involved they are in working for your success, the better your rewards.

Training is a retention tool, instilling commitment from good workers

Team members who may be looking to pursue their next challenge will be more likely to stay if you offer ways for them to learn and grow while with your organisation. This directly affects costs and disruptions through reduced turnover.

Training adds flexibility and efficiency

You can cross-train employees to be capable in more than one area of the organisation. This flexibility can be applied horizontally and vertically. Succession planning across the organisation and in management structures can be facilitated through targeted learning programs. The organisation is risk managing around absence and the team member is being challenged by developing valuable new skills. Cross-training also fosters team spirit, as team members can begin to appreciate the challenges faced by co-workers in a new light!

Development and training is essential for knowledge transfer

It's very important to share knowledge among your staff. If only one person has special skills, you'll have a tough time recouping their knowledge if they suddenly leave the company. Spread knowledge around — it's like diversifying your investments.
 

What options are available to develop staff?

  • Group training - delivered in house/with other organisations by internal trainers/external providers.
  • elearning programs conducted both internally and externally
  • Mentoring – structured or informal programs.  Internal/External mentors can be involved
  • Job rotation
  • Work shadowing
  • Self study – Partial or full sponsorship for staff undertaking external programs with relevance to the business.  Study leave options for staff in lieu of financial support.
  • Peer training
  • Opportunities to grow skill sets through projects
  • 1:1 training programs
  • Cross organisational training – developing relationships with other organisations to provide opportunities to staff members to learn skills in other businesses.

Choosing the right program structure will depend on your team members, your operational requirements and the learning outcomes you are seeking.

For more information on options for learning and development in your organisation, please contact us. 

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Posted by on in News

I was pleased to announce the launch of my new RTO, as part of ACIM Solutions. This news was recently featured on business news website Hunter Headline

ACIM Solutions (RTO #41002) offers a valuable opportunity to develop and deliver high quality competency and non-competency training programs, for both the public and private sectors. 

If you would like to read the article, please click here.

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Posted by on in Workplace training

I have now collaborated to establish a niche Registered Training Organisation (RTO) which provides an exciting extension of the HR consultancy, PSW HR Solutions. 

ACIM Solutions (RTO #41002) offers a valuable opportunity to develop and deliver high quality competency and non-competency training programs, for both the public and private sectors. Our programs focus on investigation, emergency management, developing compliance skills and includes a range of short course people management programs.

Like many of you, as an experienced HR professional and senior manager, I have shared the frustration of only being able to access generic training programs for team members, which failed to positively return on the significant training investment costs.

We were committed to developing a registered training company that was flexible enough to truly recognise individual organisational needs and challenges and one that could tailor the content, delivery and evaluation processes accordingly.

ACIM are dedicated to developing quality programs that empower teams and add real value to the organisation. Now that we have the added benefit of delivering competency-based training as part of our own RTO we have greater scope to assist organisations to fulfil their team development goals.

All of the programs offered by ACIM Solutions have the key features:

Why choose ACIM Solutions:

  • The experience of the facilitators with strong backgrounds in law, people management, risk management, investigation and HSE.
  • Personalised programs that target individual organisational needs
  • Close alignment with your organisations’ policies and procedures
  • Opportunities for participants to practically apply new skills
  • Relevant case studies to reinforce learning outcomes
  • Training that creates positive behavioural and culture change in teams

ACIM Solutions have already delivered training programs to organisations and a range of business units from with the government sector, financial services, local government, mining, heavy industry and retail sectors.

For more information please visit www.acimsolutions.com.au

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