www.phoenix-training.co.uk

Diary Notice: 'Your Future -- Your Call' BPO and Call Center Seminar

PRWeb: Education — Sun, 20 Apr 2008 00:00:00 GMT

Drake Training Systems Limited is hosting the Your Future -- Your Call Seminar on the morning of April 23 at the Intercontinental Hotel, Makati. (PRWeb Apr 17, 2008)

Read the full story at http://www.prweb.com/releases/2008/04/prweb866644.htm

HR Careers on the Upswing

Gautam Ghosh on Management — Sun, 20 Apr 2008 00:00:00 GMT

From the Wall Street Journal.

As more employees consider changing jobs, demand has increased for senior HR executives who can help keep them. Most HR searches, recruiters say, are still for generalists -- HR managers who have done it all, from compensation design to organizational development to recruiting.

Meanwhile, talent development and management is emerging as a hot specialty. These specialists, some of whom may have backgrounds in recruiting, help identify and groom high performers for future positions through assessment, development and training. The function previously was handled by organization-development executives, but many companies now are splitting it off into a single role, says Greg Hessell, head of recruiter Korn/Ferry's global HR practice.

Against this backdrop of surging demand, pay for HR executives is on the rise. A 2004 survey by Mercer Human Resource Consulting, New York, found that top human-resources-management executives (whose duties don't include managing labor union relations) earned a median total cash compensation of $220,200, compared with $204,900 the previous year.

Among industries, hedge funds are proving a hot HR area, says Dan Kaplan, a partner in New York with search firm Christian & Timbers. These lightly regulated investment pools for high-net-worth individuals and institutional investors are expanding rapidly. Once their staffs reach about 40 to 45 people, they need to hire an HR executive who can help with recruiting and retention, says Mr. Kaplan.

HR needs people today with two complementary skills, the left brained analytical and financial skills and the right brained creative and relationship skills. Having one set means investing time to build expertise in the other.

HR professionals have had traditionally more relationship skills, and they now need to add analytical and business skills.

What we are going to see is also as the article says, HR people specialising in small high value businesses and the skills needed to succeed there would be very different from being the HR director at large traditional organizations. This reality will soon also play out in India. And it will be a new kind of HR professional who will succeed in such organizations.

Blogged with the Flock Browser

The Oxford Princeton Programme Announces Preeminent Course on LPG Trading and Pricing Coming to Singapore (June 2008)

PRWeb: Education — Sun, 20 Apr 2008 00:00:00 GMT

The Oxford Princeton Programme, the world's leading provider of education and training solutions to the energy, commodity and derivatives markets is pleased to announce the arrival of: LPG Trading and Pricing - Shipping, Contracts and Price Risk Management (LP0); 18 - 20 June 2008; Singapore (PRWeb Apr 20, 2008)

Read the full story at http://www.prweb.com/releases/2008/04/prweb873624.htm

Motivation & Self-improvement Events and Seminars — Wed, 16 Apr 2008 00:00:00 GMT

"MEGA" Seminar Series From Mark Victor Hansen

In 2008 we will be launching three brand-new MEGA seminars, beginning with...

MEGA SUCCESS - Nashville, TN (April 17, 2008)
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This "one day only" event will feature several of North America's leading success trainers and experts, each of whom is committed to providing you with the tools they personally use to be more successful.

The lineup for this incredible event includes:

* Art Linkletter - Having originated two of the longest shows in broadcasting history, he is known the world over. He has also written 28 books, including his latest best seller called "How to Make the Rest of Your Life, the Best of Your Life".

* Denis Waitley - One of America's most respected authors, keynote lecturers and productivity consultants on high performance human achievement, he has counseled winners in every field from Apollo astronauts to Superbowl Champions and youth groups.

* Loral Langemeier - Although she did not start out with money and connections, Loral built her first business in high school and had amassed a multi-million-dollar portfolio of properties, businesses and more by the age of 34!

* Plus two special guests I'll reveal on the website!

Learn more about Mega Success now: Click here to register!

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Following quickly on the heels of Mega Success is my brand new multi-day event designed to help you build and maintain the business of your dreams.

It's called...

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MEGA BUSINESS - Irvine, CA (May 16 -18, 2008)
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This inaugural event is one you simply don't want to miss if you have ever thought of owning your own successful business.

Expand Your Success Mindset!
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==> Create a new, powerful belief system that will set the foundation for success in life and business.

==> Become exposed to examples of what others have achieved, so your vision of what is possible expands!

==> Widen your desire and deepen your resolve.

Learn From the Masters!
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==> From the stage you'll get powerful training from my platform experts

==> Outside the seminar room, you'll interact with the very same experts in a more "real world" learning environment

==> Get key takeaways and action strategies that are proven to work in the real business world

Imagine what your life will be like when your business produces the profits and lifestyle of your dreams!

** Find out how and learn more at MEGA Business: Click here to register!

A Financial Case for Leadership Development

Leaders on Leadership — Wed, 16 Apr 2008 00:00:00 GMT

Author: Martha Rice

In the competitive world of business, companies may decide to forgo leadership training in order to cut costs. However, a high-quality Leadership Development course can save six figures off a company's bottom line each year. Not only does a company need to vie for its share of today's market to keep itself profitable and successful, but it must also compete to keep its biggest investment, its employees.

In a recent Bureau of Labor Statistics Report, the United States Department of Labor stated that the median tenure of employees ages 25 to 34 was 2.9 years. They also reported that management and professional occupations, with the highest median tenure among major occupational groups, was only 5.0 years. Consider then, the cost of employee turnover.

A company should calculate the replacement of an employee at 150% of the employee's annual total compensation figure, and 250% if the employee is in a managerial or sales position. This figure includes lost productivity, training, recruitment, temporary replacements, either through hiring temporary staff or overtime incurred by other employees, and the actual cost of an employee leaving. Simply put, if your company's average employee compensation package is $50,000 then the average cost for the loss of an employee is approximately $75,000. Consider also that if your company maintains a workforce of 1000 people and a yearly turnover rate of 7%, then your annual turnover expenditure will be approximately $525,000 a year. Over a period of 5 years, this figure can easily top two and half million. (To see a break down of costs see our employee turnover .) Wouldn't companies be better off using this money in developing leadership and innovative ideas to stay ahead of the competition? The answer will be a resounding yes.

So how does a company keep its quality employees?

A first step would be to discover what an employee feels is important in his or her job. CMOE surveyed 327 employees about their supervisors (117) before these supervisors attended a Leadership Development Course. The survey asked employees to give their opinions about what their supervisors were doing right; and in what areas could their supervisors improve. Twelve companies and agencies participated in these survey evaluations, representing the fields of banking, education, government, manufacturing, and sales. The data showed that employees want to be engaged, trusted, and responsible for their contributions. They also want to share in the emotional benefits of being linked with a growing and successful business. Good leadership is the key to fulfilling these employee needs.

Another step is to put in place a team of leaders who have the skills to inspire a commitment from their employees to accept responsibility for and have a vested interest in their company and co-workers. Unfortunately, too many managers have knowledge about good leadership skills and still do not understand how to put this knowledge to work in the most effective manner. Training professionals can help these managers develop their knowledge into successful skills. An experienced leadership training company can also help companies develop an effective Leadership Development Course specific to a company's needs. The result will add dollars to the bottom line by keeping valuable employees, increasing productivity, and creating an environment conducive to innovation that will keep the business ahead of its competition.

The Center for Management and Organization Effectiveness can help you develop effective leaders through our Leadership Development Courses such as: Applied Strategic Thinking, Coaching Skills, Team Building, and Transition into Leadership.

About the author: Martha Rice is a design team leader for the Center for Management and Organization Effectiveness . She has degrees in both English and Communication and has over twenty five years experience in administration.

If you would like to learn more about any of these or other Leadership Development Courses, please contact a represent

Andrea Roselli, Richardson's Vice President of Design and Development, Named to 2008 List of Top Young Training Leaders by Training Magazine

Training Press Releases — Wed, 16 Apr 2008 00:00:00 GMT

16-Apr-2008 » Training Press Releases » Andrea Roselli, Vice President of Design and Development for Richardson, has been named one of Training magazine’s 2008 Top Young Training Leaders. This new awards program recognizes the outstanding talents, accomplishments, and leadership of training professionals age 40 and under.

Announcing this year's Omicron IT Executive Development (ITED) Program

Leadership in the Real World Blog — Wed, 16 Apr 2008 00:00:00 GMT

It is my pleasure each year to partner with Omicron for their IT Executive Development (ITED) program. I have the privilege of doing the executive coaching and facilitating one of the workshops in the program.

Are you an IT professional in the greater Chicago area and want to take your career to the next level? Do you have some people on your IT staff who are promising leaders?

The ITED program "prepares future IT leaders today". I invite you to join us! Details at http://www.omicron-usa.com/executive.php

Arotech: Arotech's FAAC Incorporated Subsidiary Supplies Deploying Marines With Mine Resistant Ambush Protected (MRAP) Vehicle Operator Training ... Ahead of Schedule

Market Wire - Education and Training — Wed, 16 Apr 2008 00:00:00 GMT

ANN ARBOR, MI (MARKET WIRE) FAAC Incorporated, a subsidiary of Arotech Corporation's (NASDAQ: ARTX) Training and Simulation Division, has completed fielding MRAP training capability to the USMC Operator Driving Simulators (ODS) for use by the Marine Corps' stateside active components ahead of schedule. In December 2007, the U.S. Marine Corps Systems Command, Program Manager for Training Systems (PM TRASYS) modified FAAC's USMC ODS contract to add MRAP vehicle operator training capability. The MRAP capability was delivered to 29 Palms, CA on 25FEB2008, Camp Pendleton, CA on 04FEB2008, and Camp Lejeune, NC on 13MAR2008.

Building Trust in the Workplace: A Valuable Topic for Leadership Training

Leaders on Leadership — Wed, 16 Apr 2008 00:00:00 GMT

Author: Richard L. Williams, Ph.D

Trust is the foundation of all successful interpersonal relationships, both personal and business. Trust is the confidence or belief a person feels toward a particular person or group. Trust is, therefore, one of the primary binding forces in any interpersonal relationship. It permits people to overcome doubts and unknowns and enjoy peace of mind. The absence of trust causes confusion, worry, inaction, and fear. When interpersonal trust is present, a person feels a confidence that everything will somehow work out. In the workplace, trust is a prerequisite for effective interpersonal communications. Without trust, employees may feel uncertainty, worry, and a sense of insecurity. No relationship, personal or business, can exist for even a short period of time if some element of trust is not present. Trust is an essential leadership training ingredient that binds any human relationship into an effective, working partnership.

Even though trust is fundamental to human relationships, it is actually misunderstood by many people. People use trust, or the lack of it, to explain good and bad relationships with others. Consider the cliché phrases: ""Don't worry, you can trust me"" and ""Just trust me."" Trust has become both a buzzword and an excuse in our society. Trust is as much abused as it is used in today's business world. It is used to define and explain; yet few leadership training programs have seriously considered what it is and what it is not.

Psychologists are just beginning to learn how trust really works. Research suggests that trusting relationships are predictable, caring, and faithful. When a manager's behavior is consistent over a period of time and another person can reasonably predict that behavior, trust is possible. By contrast, it is difficult to trust a person whose actions are inconsistent or unpredictable.

Caring in a relationship involves actions that express consideration toward the other person. Through effective leadership training, a caring supervisor knows when final exams are scheduled at the local college and asks employees who will be taking the tests how much time off will be needed to study. A caring supervisor finds out about a birth, death, anniversary, graduation, or sickness and sends a card to the employee's home.

Faith is the belief that an employee's behavior will be in direct response to the trust placed in that relationship. Faith can be demonstrated by communicating clear expectations and then telling the employee, ""I know you and I believe you can accomplish this assignment."" Managers who have difficulty demonstrating faith in others typically have difficulty trusting them as well. Trust as a leadership training component can help change this.

Building trust in the workplace is vital for a long-lasting, satisfying, rewarding, and successful relationship. Leadership training helps effective managers practice behaviors that promote and build trusting relationships. They learn to do this with consistent actions each day. In return they obtain the benefits of high-trust employee relations. These benefits include higher morale, increased initiative, improved honesty, and better productivity. All are important aspects of a profitable and rewarding business experience. It's not uncommon for people to use the word ""trust"" to describe a feeling they have regarding some interpersonal relationships. Trust does not magically appear in a relationship without certain elements preceding it over time. And once trust has been breeched it is difficult and sometimes impossible to establish once again.

Three steps pave the path before enduring trust begins. The first step is effective communications. When we communicate effectively with another person we have an opportunity to move that relationship to the second step, which is real understanding. That is when two people have communicated to the point of honest and deep understanding. This can lead to the third step in the relationship of mutual respect. A respecting relationship demands that each person contribute enough respect that it can be reciprocated back from the other person. Unilateral respect in relationships is temporary and superficial. Mutual respect that can lead to trust is much deeper and must come from communicated understanding. Once a relationship has experienced mutual respect it is possible for the participants to experience enduring relational trust. This is a feeling that binds people together over time and through trials.

The four steps are dependent upon the actions or integrity of the individuals involved. Integrity is not only keeping agreements, but it is also ""walking the talk."" If, for example, a person communicates deceitfully, how much understanding will there be? And how much respect will the other person have? Ultimately trust will be lacking.

Enduring trust is a leadership training process that takes time and effort. It is clearly the essence of what fuels meaningful relationships.

Test your Trust. Answer the following five statements on a scale of 1 to 5, where 1 is not true and 5 is completely true.

1. My actions each day demonstrate that I trust my employees.

2. My employees can trust me with sensitive or private information.

3. I would never betray a trust with an employee.

4. I keep confidences and would never share confidential information inappropriately.

5. I am able to trust my employees.

Tally your scores from the five items. A total score of 20 to 25 would indicate that you and your employees probably share an atmosphere of trust. A score of 15-19 would indicate that trust is present, but not in abundance. A score of 14 or less probably means that some additional leadership training efforts in building trust would be appropriate.

To learn how leadership training programs and building trust in the workplace can help your organization, contact a CMOE representative at (801)569-3444

About the author: Dr. Richard L. Williams has conducted more than 6,000 workshops to more than 250,000 managers and executives.

He specializes in building trust in the workplace, leadership training and development, performance coaching, and quality improvement.

Collaboration: An Important Leadership Development Skill

Leaders on Leadership — Wed, 16 Apr 2008 00:00:00 GMT

Author: Stephanie Mead

Even with the best and most skilled managers, organizations must be able to tap into the varied skills and wider perspectives of other employees. So it is essential that leaders know how to collaborate and develop effective partnerships with others. It is one of the elements that makes a manager a true leader. Collaboration is the vehicle for sharing responsibility and combining knowledge, creativity, and experience of others. Through extensive research and observation, CMOE has found that the ability to collaborate is essential in an organization's Leadership Development or Transitioning into Leadership training program.

Establishing collaborative relationships is not always natural or easy, particularly because people have different lifestyles, backgrounds, and experiences. Effective leaders know how to collaborate when it isn't easy. The benefits of doing so can be significant. Leaders who believe in the power of collaboration can produce extraordinary results, while maintaining a healthy team environment. Fundamentally, collaboration starts with the leader because they must be willing to let go of some control. However, time demands and urgency can be a major stumbling block in opening up collaborative channels. Andrew Carnegie said: ""No man will make a great leader who wants to do it all himself or get all the credit for doing it.""

One of the most important things a leader needs to be able to do to collaborate with his/her team members is create a culture where members value and listen to alternative views and seek out win-win objectives. This can be accomplished by clearly identifying common needs and objectives; and certainly should occur on multiple occasions over time.

A leader can also foster collaboration by encouraging active involvement and the free exchange of information. The leader, also, must set the tone by keeping an open mind to different ideas. Furthermore, when the team members engage in collaborative activities, it is essential for the leader to validate and reinforce the collaboration in order to sustain the behavior.

In CMOE's Leadership Development books, programs, and workshops, we delve into the specific skills of collaboration and other important aspects of leadership. Leadership development topics such as this will expand collaboration in organizations and will be reflected in the organization's results and the commitment of its people.

For more information on how CMOE can help your organization create a powerful and successful Collaboration or Leadership Development program, please contact a CMOE representative. You can reach them at (801)569-3444.

About the author: Stephanie Mead is the Operations Manager for CMOE and has assisted organizations such as Pfizer, Delta Airlines, Cargill, and others in the area of collaboration and leadership development .