546 Objective courses in Leicester

Where should management effort be directed? In controlling costs and ensuring proper engineering in live projects? - yes, of course, but true cost control comes by understanding, eliminating and minimising risk prior to a business committing any funds. This course studies the stages required for practical financial and business appraisals of projects and capital expenditure. This course has two primary objectives: To impart the knowledge and skills required to ensure as risk-free as possible expenditure of that scarce resource, cash - the investors', governments' or shareholders' money must not be squandered To improve the quality of the appraisal process in the widest sense - demonstrating how the process of project and capital expenditure appraisal can be used to dramatically improve cost control and deliver as risk-free as possible expenditure As a result of the course, participants will be able to: Understand the economics of appraisal Be in control of their projects from the start Understand the economics of their projects - and devise the most appropriate mode Carry out sensitivity analysis and identify risk Improve their methods of appraisal and approach Focus on the risk areas and take out risk and control costs before they over-run The benefits of attending this course will be demonstrable from day one. Thorough appraisals and risk assessment follow through to success in project management and detailed cost control and project management. 1 Introduction Why appraise? Taking risk out of investment The short- and long-term results of not appraising business expenditure 2 Developing an appraisal process The process - overall and stage-by-stage objectives Understand business and technical risks Manage resources and time Do you invest enough time and effort at this stage? Take out the risks - control costs before you are committed to contracts and action Checklists 3 Appraisal arithmetic Review of the arithmetic of appraisalThe time value of moneyThe effects of different interest or required ratesThe effects of inflation (or deflation) in prices and costs Understanding the economics of appraisal is essential 4 Appraisal measures Meaning and use of appraisal measures Identifying the most appropriate measures for your particular business Payback Discounted cash flow measures - NPV and IRR Other measures - FW, AW, Profitability Index The meaning of the measures and their application in practice 5 Cost benefit analysis The effect on decision-making of more intangible benefits Cost benefit analysis Ensuring costs are genuine Measuring intangible benefits Environmental issues Consideration of intangible benefits in the appraisal decision-making process 6 Developing appropriate models Developing models - examples of spreadsheet models and measures for many different situations Modelling investment opportunities - summarising outcomes Sensitivity analysis - identifying, quantifying and taking out risk 7 Developing an appraisal process The process - managing risk from the outset Using the process in risk management, negotiating and project management Take out risk by thoroughly knowing your project - developing your own process

This programme concentrates on the core planning skills needed to develop sound practical project plans in a team environment. This enables the plan to be modified should requirements change or difficulties arise. The programme also gives participants the confidence to practise those skills and apply them in the work environment and deliver their projects more successfully in the future. Participants learn fundamental project management concepts and terminology, demystifying the project management process, and, in particular, how to: Break a project down into manageable sections and ensure nothing is left out Understand and apply estimating techniques to develop realistic estimates Sequence work effectively and carry out critical path analysis to determine project duration and which tasks to pay closest attention to Manage project risk effectively to protect project value Monitor, control and re-plan the project to best keep it on track Close out the project and ensure the project comes to an orderly end 1 Introduction Self-introductions and personal objectives Course objectives Sharing of project issues 2 Project management concepts Characteristics of a project and what should be kept as operational responsibilities Understanding the triple and quadruple constraints - and their limitations Prioritising requirements through the MOSCOW technique Product v project life cycle Key project roles and responsibilities - the importance of sponsorship and clarity of roles 3 Starting a project, and the importance of the terms of reference / project brief Avoiding the pressure to 'just do it'! The importance and benefits of planning The best time to learn! Initial project documentation - the BOSCARDI approach 4 Breaking the work down Understanding alternative breakdown structures such as the product breakdown structure and work breakdown structure Guidelines for creating a work breakdown structure to ensure the full work scope is identified 5 Estimating Alternative estimating techniques and associated confidence levels Further considerations - loss and resource factors 6 Organising the work Use of network diagrams to develop a clear sequence of work Critical path analysis and calculating the project duration and task float - and usage 7 The management of project risk Understanding the nature of project risk The risk analysis and risk management processes How to best manage threats and opportunities Running a risk workshop Using the risk register 8 Scheduling the work The importance of the Gantt chart and understanding its limitations The Gantt chart layout and using alternative views such as the tracking Gantt Using alternative dependencies 9 Resource issues Assigning resources and resolving resource overloads Crashing and fast-tracking your project and potential issues to look out for 10 Controlling the project The control cycle and alternative feedback mechanisms Alternative progress reporting Assessing the impact The importance of re-planning The benefits of control Change control - the importance of impact analysis The steps of change control and the use of the issue register 11 Closing the project The project closure checklist Reviewing the project - things to avoid Developing meaningful lessons and ensuring they are applied effectively The post-project review - its importance to the organisation

The aim of this course is to provide an overview of the principles and practice for leading and managing a portfolio of smaller projects in a multi-project / multi-task environment. It presents a range of practical methods and techniques relevant to the smaller project scenario, using exercises and case studies to show how these can be applied. The scope of the programme includes: The course also emphasises the importance of the leadership and team-working skills needed by project managers and team members in carrying out their roles. The principal training objectives for this programme are to: Explain and demonstrate the key principles of successful project management Demonstrate a range of useful project management tools and techniques Define the role, and help participants understand the skills required by, the project leader Provide a structured framework to help participants manage multiple projects Identify opportunities to improve project management within the organisation DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Managing smaller projects Projects and project management Lessons from past projects; the essential requirements for success Differences between projects; characteristic project life cycles Key issues and challenges of smaller projects The multi-project world; project portfolio management 3 Project exercise Syndicate teams plan and manage a small project Review of the project exercise: What are the keys to successful management of small projects? 4 Setting up the project Getting organised Managing the definition process Identifying and managing project stakeholders Working with the customer to define the scope and agree deliverables 5 Case study 1 Defining the project scope and deliverables Syndicate teams define the scope and deliverables for a typical project 6 Project planning The importance and cost benefit of effective planning Planning the plan; deciding how detailed a plan to create Packaging the work and estimating timescales and costs Developing project / resource schedules; setting milestones for control v Identifying and managing critical path activities 7 Case study 2 Creating the project plan Syndicate teams develop and analyse the project plan DAY TWO 8 Managing project risks Identifying risks to the project outcome, timescale and cost Evaluating risks and adopting an appropriate risk strategy Defining risk ownership; keeping a simple risk log Keeping risk management up to date; staying pro-active Integrating planning and risk management 9 Project control Managing change, minimising scope creep Selecting the data needed to provide early warning of problems Monitoring performance easily with 'S' curves and slip charts Using trend forecasting to assess true project status Running project review meetings 10 Managing a multi-project portfolio Understanding the world of multiple projects Establishing ownership of project / programme management Classifying projects and creating the 'master schedule' Defining and applying project lifecycle management Resource management: essential pre-requisites and mechanisms Project prioritisation criteria and techniques; pain / gain analysis 11 Managing the multi-project team Characteristics of small project teams / part-time team membership Clarifying line and project management responsibilities Implementing effective manpower planning Establishing professional working practices in the team Developing project management competences in the team Establishing team roles and integrating team members 12 Course review and transfer planning (Course sponsor present) Identify actions to be implemented individually Identify corporate opportunities for improving project management Sponsor-led review and discussion of proposals Conclusion

Many organisations find that project teams struggle to create and maintain effective plans. Estimates are often overly optimistic and risks go unmanaged until the inevitable happens. Resource managers also find it hard to forecast the likely loading on their departments and requests for support are not provided in a consistent format. This programme has been developed to address these needs in a very practical, hands-on format. Case study work can be based on simulations or on the organisation's current projects for maximum benefit to participants. The aim of this training is to develop and enhance participants' planning and risk management skills in order to maximise the success of project work undertaken by the organisation. The principal training objectives for this programme are to: Provide a structured, integrated approach to planning and risk management Demonstrate practical tools and techniques for each stage of planning Show how to organise and involve relevant people in the planning process Explain how to use the plan for forecasting and pro-active project control Identify ways to improve planning, both individually and corporately The course will emphasise the importance of participative planning techniques that improve the quality of plans whilst reducing overall time and cost of planning. The course will encourage discussion of internal procedures and practices and may be customised to include them if required. DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Projects and planning Why plan? The benefits of good planning / penalties of poor planning Planning in the project lifecycle; the need for a 'living' plan The interaction between target setting and the planning process Team exercise: planning the project 3 Planning the plan Defining the application and structure of the plan Impact of planning decisions during the project lifecycle Using available time to create an effective plan 4 Defining deliverables Assessing the context; reviewing the goals and stakeholders Developing the scope and defining deliverables; scope mapping Understanding customer priorities; delivering value for money Case study: defining the project deliverables 5 Creating the work breakdown Building the work breakdown structure Detailing the tasks and sub-tasks; structured brainstorming Defining task ownership; the task responsibility matrix 6 Creating and using a logical network Developing the logical network; task boarding Determining the critical path and calculating float Accelerating the plan; concurrent programming and risk Individual and group exercises DAY TWO 7 Developing resource schedules Deriving the Gantt chart from the network Developing the detailed resource schedules Calculating the expenditure profile ('S' curve) 8 Estimating task durations and costs Understanding estimates: effort, availability and duration Estimating tools and techniques Application of estimating techniques during the project lifecycle 9 Case study Developing the project plan Refining the project plan Team presentations and discussion 10 Managing risks and refining the plan Awareness of contractual issues associated with risk Identifying and evaluating risks; deciding ownership Managing risks: determining levels of provision and contingency Controlling risks: maintaining an up-to date risk register 11 Planning for pro-active control The earned value analysis (EVA) concept and its predictive value Deriving the measures needed for cost and delivery performance Practical issues associated with implementing EVA 12 Using and maintaining the plan Tracking progress and updating the plan Publishing and controlling the plan 13 Course review and transfer planning (Course sponsor present) Identify ways of implementing the techniques learnt Sponsor-led review and discussion of proposals Conclusion

This workshop will help you improve the impact, clarity, accuracy and effectiveness of your sales proposals. It takes bid and proposal teams right through the process, from start to finish - from forming the team and gathering the information, through to writing and reviewing the proposal document, and on to presenting it to the client. The learning points shared in the programme come from the trainer's extensive real-world experience with a wide variety of businesses. As a result of attending this programme, participants will be able to: Write more clearly, more grammatically and more persuasively Structure their written communications more effectively Avoid the 'howlers' that can cost you business Impress your clients Win more business 1 Bid strategy How to combine your knowledge of the market or customer, your products and services, and your competitors, to create a quality bid New insights into your comparative advantages and competitive position in the marketplace Understanding more about how your client views you and other suppliers A plan of attack to build on your strengths and attack the weaknesses of your competition Dealing with RFP/ITT situations 2 Teamwork How a bid or proposal team needs to prioritise and manage preparation time Co-ordinating input from team members Agreeing responsibilities 3 The importance and role of a well-written sales proposal Why bother? - the value of the sales proposal to you and to the customer What the customer wants and needs to make a decision in your favour Understanding and delivering on customer expectations Review and discussion of different proposals - with real-life examples 4 The best way to structure your sales proposals A section-by-section, page-by-page review of best practice in structuring great sales proposals How to improve the way you match your proposal to the customer's objectives and requirements Plan your sales documents systematically - to make them easy to read and more persuasive How to make your proposal look like the 'least risky' option 5 Making your proposal a compelling and persuasive proposition Choosing the right words that sell effectively Selecting the right content and information for your document or proposal Using an option matrix to summarise complex choices and increase final order value How to write an executive summary 6 Well-written and error-free Developing your writing style for maximum impact Expressing the content (ie, selling points) clearly, concisely and correctly Proof-reading and editing work effectively, using formal marks and techniques Improving visual layout, format and appearance Keeping it customer-focused 7 Presenting to the client - overview Presentation options Understanding the client's objectives - as well as your own The proposal review meeting - logistics Managing to the next step Designing and delivering a compelling presentation Isolating objections and concerns Follow-up and follow-through 8 Positioning your final proposal Finalising your bid - presenting the right 'best few' USPs, features and benefits and making them relevant and real to the customer Smart ways to position price and be a strong player - without being the cheapest How to differentiate yourselves by how you present, as well as what you present How to design and deliver a successful bid presentation 9 Bid presentation practice session with structured feedback Participants work in small groups or pairs to prepare and later present a sample section from a real life bid or proposal presentation The trainer will provide assistance and input During group review and discussions, input from others will be encouraged and many best practice ideas summarised 10 Managing the end game How best to draw-out, understand, isolate and answer customer objections, negotiate points and concerns How to read the situation to plan the next step Identifying negotiation tactics - and how to deal with them Planning for a negotiation and how to get the customer feel they have the 'best deal' 11 Workshop summary and close

Generating new leads and new business can be both time-consuming and frustrating. It's not easy - it takes skill, careful preparation and the creation of effective models and methods, even perhaps using formal approaches and scripts. Once generated, a new lead or enquiry must also be carefully managed to maximise the potential revenue it can generate. But it's crucial to get it right. If your company can afford not to worry about getting new business - congratulations! If your company is completely confident that it is performing at peak potential in generating new leads - again, congratulations! But if your company is working in the real world, couldn't your team do with some help, to become even just that little bit more effective, to make the process just that little less painful? This highly practical, intensive workshop gives sales teams the proven strategies and tactics they need to build a sustainable new business pipeline. This course will help participants: Develop a clear and consistent process for new business development and lead-generation Master the secret of effective new business development and lead-generation - 'only sell the appointment or next stage of the sales process, not your product or service' Set and achieve the right level of new business development and lead-generation activity to achieve your personal and organisational sales goals Apply the key principles of effective prospecting and pipeline management using a proven toolkit and approach Overcome the most common 'put-offs' when conducting telephone or face-to-face business-development and lead-generation activities Develop an engaging telephone voice and manner - and a 'networking personality' Qualify potential opportunities with more accuracy on a consistent basis Prioritise opportunities and manage their time when sourcing new business Discover online sources of leads, contacts and referrals Overcome psychological blocks to cold or warm calling - theirs and the client's Identify potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Make outbound sales or appointment calls with improved confidence, control and results Improve the conversion of calls to appointments by using more effective questions and sales messages Get past gatekeepers and assistants more effectively Make the most of your CRM software and systems 1 Online marketing - what works! Workshop overview and learning objectives Choosing your social media channels LinkedIn for sales and marketing Designing and implementing an effective new business email campaign online Creating a lead-generation strategy online - with case studies Avoiding common mistakes in social media marketing Case study: 'Best practice in social media sales and marketing' Using blogs and video-based marketing (eg, YouTube) New trends and how to keep your finger on the 'social media' pulse Twenty essential websites and online marketing tools 2 Making appointments by telephone Planning the call, telephone techniques, integrating with email and online marketing Developing a clear and consistent process to appointment-making Setting and achieving the right level of telephone activity to achieve your appointment goals Applying the key principles of effective prospecting and pipeline management generation, using a proven toolkit and approach Overcoming the most common 'put-offs' to seeing or engaging with you Overcoming psychological blocks to cold or warm calling - yours and the client's Identifying potential prospects - and decision-makers and influencers within target prospects - with greater accuracy Making outbound sales or appointment calls with improved confidence, control and results Improving conversion of calls to appointments by using more effective questions and sales messages The five keys to developing an engaging telephone voice and approaching manner 3 Power networking Strategies for networking and B2B referral-based marketing The importance, and different types, of networking How to work a room - preparation and strategy Communication dynamics in networking - the power of the listening networker Assumptions when networking Business networking etiquette Making connections, asking for cards, contact details and referrals, gaining follow-up commitments Building relationships - follow-up and follow-through 4 Developing new leads Strategies for first-time sales calls Gaining rapport and opening first-time and new business sales calls effectively Advanced consultative selling - questioning techniques to quickly and efficiently uncover opportunities, need areas and preferences Presenting your solution to a new or first-time customer - creating an enthusiastic and compelling personalised and persuasive summary of your proposal Value message - differentiate your solutions clearly and accurately, with tailored value statements Presenting the right initial USPs, features and benefits and making them relevant and real to the customer Smart ways to position price, emphasise value and be a strong player without being the cheapest or leading on price Learn and use advanced techniques to determine customer needs, value and decision-making criteria in depth on a first-time call 5 Organised persistence - CRM and prospect-tracking Organised persistence - sales tracking, following up on 'sleeping' customers, gaining referrals, time and territory management Maintaining a good database for maximising new business ROI Developing a contact strategy with different types and levels of contact Analysing your contact base using state-of-the-art software and tools Making the most of your CRM systems and solutions Understanding that your attitude makes a difference when sourcing new business Setting SMART objectives for new business development and lead-generation Practical exercise - setting personal development and business goals Time management tips to improve daily productivity New business pipeline management strategies for peak sales performance 6 Workshop summary and close Practical exercise - developing your new business action plan Review and feedback

The 'golden rule' of negotiation is simple - don't! But life's rarely that simple and very often we do have to negotiate, particularly if we want to win the business and especially if we want to win it on our terms. Such negotiations are crucial. We need to prepare for them. We need a strategy, and the skills to execute it. Does your team have a structured approach? Is it flawlessly executed, every time? Or is there room for improvement? This programme will help them master the six fundamentals of closing better business: Manage all these elements well and you will win more business, more profitably. This course will help participants: Negotiate from a position of partnership, not competition Deal more effectively and profitably with price objections Identify and practise successful sales negotiating skills Identify strengths and weaknesses as a sales negotiator Understand different types of buyer behaviour Learn to recognise negotiating tactics and stances Apply a new and proven structure to their business negotiations Identify and adapt for different behavioural styles Be alert to unconscious (non-verbal) communication Prepare and present a proposal at a final business negotiation stage Project confidence and exercise assertiveness in all sales negotiations 1 Planning for successful business negotiations This session introduces the concept of business negotiation and looks at its importance in the context of the participants' roles and activities. It briefly examines why we negotiate and the dynamics involved. Session highlights: What kind of a negotiator are you? Negotiation skills self-assessment and best practice How to establish roles and responsibilities for both parties How to identify and set objectives for both buyer and seller How to research and establish the other person's position (business negotiation stance) 2 How to structure your negotiations This module presents an eight-step framework or structure for use in negotiations and considers how best to prepare and plan your negotiations within the context of a supplier/customer relationship or business cycle. It also includes a brief review of legal responsibilities and what constitutes a 'deal'. Session highlights: Learn and apply a formal structure to use when negotiating How to establish short- and longer-term objectives and opportunities How best to plan, prepare and co-ordinate a major business negotiation meeting, or on-going negotiations Understanding of basic legal and organisational requirements 3 Verbal negotiation skills This session examines the human and communication dynamics inherent in any negotiation situation. It emphasises the importance of professional skills in preparing for a negotiation by identifying needs, wants and requirements accurately and by qualifying the competitive and organisational influences present. Session highlights: How to fully 'qualify' the other party's needs, requirements and constraints during the negotiation process by using advanced questioning and listening skills How to pre-empt negotiation objections by promoting and gaining commitment to options, benefits, value and solutions How best to propose and suggest ideas, using drawing-out skills 4 Non-verbal negotiation skills This module highlights how different personal styles, corporate cultures and organisation positions can influence events, and demonstrates practical methods for dealing with and controlling these factors. It also examines key principles of body language and non-verbal communication in a practical way. Session highlights: Gaining rapport and influencing unconsciously Understanding the importance of non-verbal communication; reading other people's meaning and communicating effectively as a result Ensure that non-verbal behaviour is fully utilised and observed to create maximum impact and monitor progress (eg, buying signals) Recognising that business negotiations are precisely structured and agreements gained incrementally 5 Proposing and 'packaging' This session highlights how best to present and package your proposal. It looks at how to pre-empt the need for negotiating by creating minor-options and 'bargaining' points, as well as how to manage the expectations and perceptions of the customer or buyer. Session highlights: How to identify the key variables that can be negotiated The power and use of 'authority' within your negotiations How to structure and present your proposal, ideas or quotation to best effect The importance of when and how to identify and influence buyer's objections 6 Dealing with price This module highlights how to best present and package price within your proposal or negotiation. In most cases, price has more to do with psychology than affordability and preparation and careful handling are essential. Session highlights: The three reasons that people will pay your asking price How to set price in a competitive market The key differences between selling and negotiating Ten ways to present price more effectively and persuasively 7 Getting to 'Yes': tactics and strategies There are many different tactics and strategies common to successful negotiators. This session looks at those that are most appropriate to the participants' own personal styles and situations. The importance of 'follow-through' is also explained and how to deal with protracted or 'stale-mate' business negotiations. Session highlights: How to negotiate price and reduce discounting early in the process How to recognise negotiating tactics and strategies in your customer or supplier Key strategies, techniques and tactics to use in negotiation The importance of follow-through and watching the details How to deal with stalled business negotiations or competitor 'lock-out' 8 Case studies and review This session examines a number of different situations and participants discuss ways to approach each. This will allow learning to be consolidated and applied in a very practical way. There will also be a chance to have individual points raised in a question and answer session. Session highlights: Case studies Question and answer Planning worksheet Negotiation 'toolkit' and check-list 9 Personal action plans Session highlights: Identify the most important personal learning points from the programme Highlight specific actions and goals Flag topics for future personal development and improvement

Effective communication is a skill. This half-day workshop is very interactive - participants can practise their communication skills in a positive, supportive environment. 1 Welcome, introductions and objectives The definition of effective communication Exercise: sending a message 2 Verbal communications Effective communicators - who are they? What skills or attributes do they have? Listening skills, clear use of words, presence, eye contact, body language 3 How good a listener are you? Exercise: listening skills questionnaire and evaluation 4 Impact versus intent - what did you really mean to say? Attitudes influence behaviour and behaviour breeds behaviour Exercise: 'I never said she stole money' The need to avoid misunderstanding or misinterpretation 5 The 5 key principles to effective communication Exercise: 'What would you say?' 6 Written communication What makes an effective written communication? Kipling's 6 Honest Men: who, what, where, when, why and how Planning to write an email 7 Fuzzy meanings Probabilities for misunderstandings and misinterpretations 8 Practical exercise Hone written communication skills and put into practice hints and tips from the session 9 Review of key learning points and objectives

Any team member with Customer interaction (including internal) are the 'Ambassadors' of the company/organisation. If they project positive professionalism - they win others' confidence. If they appear or sound like they are in any way indifferent or unprofessional - they will cost sales and lose clients/customers. With this 2 day Training course, that will be tailored to your company/organisation, each person attending will upgrade their professional standards in people skills, telephone manner and email etiquette. No training in this area may well be a false economy as there is a much greater risk of disenfranchised customers and team members - and probably increases your competitors to win business at your expense. Professional customer care is all too frequently regarded as a token issue in most induction sessions for employees. Surprisingly it is very rarely considered as a key priority, despite being essential for ensuring customer commitment is secure and supplier/partnerships are robust. Excellent customer care is paramount in our ever increasingly competitive market and making customers feel valued and looked after is often a differentiator. This 2-day course will help you understand your customers and the vital importance of customer care in any organisation. You will gain the tools and techniques to apply your learning directly back into the workplace and deliver excellent customer care. Course Syllabus The syllabus of the Professional Customer Care course is comprised of four modules, covering the following: Module One What is Excellent Customer Care? Internal versus external customers Why customer care is important Meeting customer expectations Module Two Making a Personal Difference How do you measure customer care? Making a difference Taking ownership Positive mental attitude Displaying professionalism both face-to-face and over the telephone Using positive language Module Three Gathering Information and Offering Solutions Asking the right questions Active listening skills Summarising and clarifying skills Module Four Dealing with Difficult Situations How to give a 'service' no Demonstrating empathy Assertiveness techniques Handling a complaint Problem solving Saying 'sorry' Making realistic promises and keeping them Real Play Scenarios with a Professional Actor (Optional Extra) This programme benefits significantly from our innovative training feature: Real Play. Using a professional actor who performs role plays as different customer characters in carefully devised situations, the delegates have the opportunity to 'pause' the role play to coach and control their character to improve their skill sets and practice the theory delivered. These scenarios can deal with difficult situations and enacting options to ensure good customer relations are intact. The outcome of the scenario is the responsibility of the delegates, not the trainer and actor. The actor will remain in character throughout the de-brief in order to bring to life the impact and possible next steps. Objectives By the end of the course participants will be able to Adopt a professional telephone manner Communicate assertively by taking control and directing the conversation Deliver information positively by offering options and alternatives Develop a range of versatile behaviours to use when dealing with difficult situations by: Listening actively Using empathy Gathering relevant information through effective questioning Finding solutions to concerns/problems quickly and efficiently Speaking positively and assertively What Is The Benefit? For individuals this course will increase confidence and ability to deal with customers in all situations, which will in turn create customer loyalty and raise their profile. For an employer, ensuring that all customer facing employees are demonstrating excellent customer care instils confidence in the customers and promotes a positive image of the company. In-House Courses Every single team member or employee that has a role which involves engaging with a customer, client and/or a key partner/supplier has a responsibility for projecting a positive image of the organisation which they represent. That may sound obvious, but how many hundreds of experiences have you had as a customer where you were treated with indifference and a distinct lack of professionalism by the receptionist, the retail assistant, the tele-agent, the delivery person, the credit controller or the departmental manager of the operation that you were dealing with? Far too many to count? This is because professional customer care is regarded as a token issue in most induction sessions for employees - and it is very rarely considered as a key priority to ensure customer commitment is secure and supplier/partnerships are robust. Yet the hugely expensive churn in customer/client commitments and staff is enormously expensive and immensely disruptive to any organisation. The Importance of Customers and Clients Every client/customer engaging person needs to recognise that it is ultimately the client or customer that pays their wages. If they gain a basic understanding of the clients' motivations and behaviours, coupled with some core skills in how to care for them, they will attain the status of 'professional'. This will very quickly translate into increased revenues, retained loyalty, high commitment and far greater security for all parties. The foundation has to be based on the authentic commitment to both the customer and also to the organisation they work for. Disenfranchisement readily curdles into sloppy behaviours cloaked in unprofessional attitudes and demeanours; plenty there to repel the most loyal of customers. If your company or organisation relies on repeat business and retaining the confidence and commitment of your clients, then all of your team members - perhaps including managers who set the example and have the biggest influence on the where the needle points to in relation to professionalism - need to be trained on the core basics of professional customer care. Customer Care Programmes from Dickson Training Ltd We are delighted to boast about the many successes we have had in providing effective and long lasting improvements for many clients, where awards have been won and, more importantly, talent has been retained because their clients and customers keep on coming back. Professional customer care extends to suppliers and partners that you value and need to get the best service and rates from, as well as any 'internal clients' such as other departments where you need to rely on their support and collaboration in order to achieve your goals. It is amazing what effective professional customer care training can do for any organisation. Without it your organisation may be vulnerable, with it you are much more likely to see increased performances and much greater security and growth. Scheduled Courses Unfortunately this course is not one that is currently scheduled as an open course, and is only available on an in-house basis. Please contact us for more information.

Some 60% of injuries at work are caused by lifting heavy objects. This powerful, practical programme is designed to help stop any of your staff from becoming the next statistic. 1 Introduction and objectives 2 Overview of Health and Safety Legislation and HSE Injury Statistics Health and Safety at Work Act 1974 Management of Health and Safety at Work Regulations (MHSWR) 1992 MHSWR 1999 specific duties to risk assess Manual Handling Operations Regulations (MHOR) 1992 Breakdown of injury statistics and costs of poor manual handling 3 The musculoskeletal system explained Prevention and ill-health Ergonomics RSI The spine in detail 4 Risk assessment General principles The TILE method Employees' duties Workplace scenarios