1051 PLA courses in Bristol

The model adds an easily understandable engaging communication tool that delegates begin to use immediately and effectively when they leave the training room. The model adds an easily understandable engaging communication tool that delegates begin to use immediately and effectively when they leave the training room. Insights Discovery - How it Works: Through Insights Discovery® and our own, in-house Insights Discovery® licenced practitioner, we use the Insights Discovery model to understand an individual’s unique preferences. Our Insights Discovery-based people development programmes are simple and deeply insightful. They provide immediate impact and enable positive, lasting change. Insights Discovery® is: Simple: easy to understand so everyone can apply what they learn. Universal: it speaks to everyone at all levels. Deeply Insightful: take you places you never expected. Positive: the supportive language is so engaging it empowers people to change. Fun! The memorable colour energy system that really sticks Using Insights Discovery® as part of a wider programme: Insights Discovery® is at the heart of everything that we do. This simple framework of four colour energies can be used to develop highly-tailored solutions to meet your unique business needs. Example solutions: Increasing communication and collaboration: learn how your team, department or organisation can work together more effectively in a series of Insights Discovery® Workshops. Improving personal effectiveness: as part of a programme of coaching, Insights Discovery can be used to identify areas of strength and help create a development plan tailored to each individual. Developing leaders and sales people: use an understanding of preferences to assess individual and collective strengths and enhance crucial business skills. Explore the concept of change and gain an understanding of the process Understand how different personality types respond to change Engage the wider organisation by building relationships with staff Motivate teams through change

Designed for Executives, delegates will learn how to become true business leaders. They will gain a critical understanding of the role that a leader can take and how they can become that person. Good leadership is about mastering more than a set of management skills. Leaders should create a compelling vision, produce results, and maximise the effectiveness of their team through shared goals and values. Discovering Leadership Effectiveness helps people become the best leaders they can be. Using Insights Discovery® as part of a wider programme: Through Insights Discovery® and our own, in-house Insights Discovery® licenced practitioner, we use the Insights Discovery model to understand an individual’s unique preferences. Our Insights Discovery-based people development programmes are simple and deeply insightful. They provide immediate impact and enable positive, lasting change. Insights Discovery® is: Simple: easy to understand so everyone can apply what they learn. Universal: it speaks to everyone at all levels. Deeply Insightful: take you places you never expected. Positive: the supportive language is so engaging it empowers people to change. Fun! The memorable colour energy system that really sticks Using Insights Discovery® as part of a wider programme: Insights Discovery® is at the heart of everything that we do. This simple framework of four colour energies can be used to develop highly-tailored solutions to meet your unique business needs. Example solutions: Increasing communication and collaboration: learn how your team, department or organisation can work together more effectively in a series of Insights Discovery® Workshops. Improving personal effectiveness: as part of a programme of coaching, Insights Discovery can be used to identify areas of strength and help create a development plan tailored to each individual. Developing leaders and sales people: use an understanding of preferences to assess individual and collective strengths and enhance crucial business skills. Explore the concept of change and gain an understanding of the process Understand how different personality types respond to change Engage the wider organisation by building relationships with staff Motivate teams through change

We use the Insights Discovery® Personality profiling model, which adds a simple visual methodology that supports effective communication. Revitalise and inspire your sales team to a higher level of performance. Help your sales people be more effective at every stage of the sale. Build customer relationships quickly and effectively... Our Sales Effectiveness programme is ideal if you want to; assess the strengths and challenges of your sales people understand your sales team's style and how it impacts on customer relationships develop your sales team's interpersonal skills Insights Discovery - How it Works: Through Insights Discovery® and our own, in-house Insights Discovery® licenced practitioner, we use the Insights Discovery model to understand an individual’s unique preferences. Our Insights Discovery-based people development programmes are simple and deeply insightful. They provide immediate impact and enable positive, lasting change. Insights Discovery® is: Simple: easy to understand so everyone can apply what they learn. Universal: it speaks to everyone at all levels. Deeply Insightful: take you places you never expected. Positive: the supportive language is so engaging it empowers people to change. Fun! The memorable colour energy system that really sticks Using Insights Discovery® as part of a wider programme: Insights Discovery® is at the heart of everything that we do. This simple framework of four colour energies can be used to develop highly-tailored solutions to meet your unique business needs. Example solutions: Increasing communication and collaboration: learn how your team, department or organisation can work together more effectively in a series of Insights Discovery® Workshops. Improving personal effectiveness: as part of a programme of coaching, Insights Discovery can be used to identify areas of strength and help create a development plan tailored to each individual. Developing leaders and sales people: use an understanding of preferences to assess individual and collective strengths and enhance crucial business skills. Explore the concept of change and gain an understanding of the process Understand how different personality types respond to change Engage the wider organisation by building relationships with staff Motivate teams through change

NPORS Ride On Roller Training The aim of the NPORS Ride On Roller Training is to provide both theoretical and practical training in the safe and efficient use of the ride on roller . On successful completion of the ride on road roller training you will be issued with the NPORS identity card with or without the CSCS logo. Discounts are available for multiple bookings NPORS Ride on road Roller Training or testing can be carried out on your site nationwide or at our Training Centre in Gloucestershire Ride On Roller Experienced Worker Test Book with Confidence at Vally Plant Training At Vally Plant Training, we guarantee unbeatable value with our Ride On Roller Experienced Test Price Match Promise. When you choose us, you can book with confidence, knowing that we will not be beaten on price. If you find a lower price for the same NPORS Road Roller Experienced Worker Test, we’ll match it—ensuring you receive top-quality training at the best possible rate. Click for our terms and conditions Your skills, our commitment—always at the best price. NPORS Ride On Roller Test is for operators who have received some form of training in the past or alternatively has been operating the Ride On Road Roller for a period of time. If you are unsure if you qualify to go down the test route please contact us to discuss this in more detail. Turn your Ride On Roller red card to blue with our hassle free Roller NVQ, for more information CLICK HERE Ride On Roller Course Content The course time is spent on developing skills and knowledge associated with the road roller. Topics covered include:- Site Safety Awareness. Operating Safety Code. Introduction to machine / Control Familiarisation. Pre-Start Checks and Refuelling. General Operating. Set the roller for compaction duties Explain actions required for hazards underground and overhead services Recognise compacted/uncompacted areas Conditions that may cause instability of the roller Safety procedures when working up to unsupported edges. Park and shut down procedures. NPORS Multi-Choice Theory Test. NPORS Practical Skills Test. Variations Pedestrian Roller Ride on articulated Ride on rigid Ride on heavy duty Ride on vibrating Dead weight Ride on articulated/vibrating Ride On Road Roller Training Available 7 days a week to suit your business requirements. VPT have a team of friendly and approachable instructors, who have a wealth of knowledge of Ride On Road Rollers and the construction industry We have our own training centre conveniently located close to the M5 junction 9, In Tewkesbury. With its own purpose-built practical road roller training area to simulate an actual working environment. Our Ride On Roller training and test packages are priced to be competitive. Discounts are available for multiple bookings We can send a fully qualified NPORS Roller Tester to your site nationwide, to reduce the amount of time away from work Frequently Asked Questions 1. Who should take the Ride On Road Roller Training? This training is ideal for individuals who need to operate ride-on road rollers, both novices and experienced operators. 2. What does the Ride On Road Roller Training cover? The course includes site safety awareness, machine control familiarization, pre-start checks, operating techniques, recognizing hazards, compaction procedures, and safety protocols. 3. How long is the Ride On Road Roller Training? For novices, the course lasts 3 days. Experienced operators can take a 1-day test. 4. What certification do I receive upon completion? Participants receive an NPORS card, either the traditional card valid for 5 years or the NPORS card with CSCS logo, valid for 2 years initially. 5. Are there any prerequisites for the Ride On Road Roller Training? Candidates should understand English. For the NPORS card with CSCS logo, a CSCS Health & Safety test must have been completed within the last two years. More courses: Refine your skills with our Lift Supervision Training, Slinger Signaller Training, Telehandler Training, Cat & Genny Training, Scissor Lift, Slinger Signaller, Abrasive Wheels Training, Lorry Loader Training and Telehandler Training. Elevate your expertise for safer and more efficient operations in construction and logistics. Join us today to advance your career prospects. For those looking for a “NPORS Scissor Lift Training near me,” our widespread operations make it convenient for you to access Vally Plant Trainings top-quality training no matter where you are in the UK

Overview of Telehandler Training Course Telehandler Training or Telehandler Courses is an essential program designed to equip operators with the necessary skills and knowledge to safely and efficiently operate telehandlers. These versatile machines, commonly used in agriculture, construction, and warehousing, require precise handling due to their complex controls and varied load capacities. Our Telehandler Courses will help you achieve your goal to be a successful Telehandler Operator. The importance of comprehensive telehandler training cannot be overstated. It ensures that operators are well-versed in both the theoretical and practical aspects of handling these machines, significantly reducing the risk of accidents and injuries on the job. Moreover, proper Telehandler training aids in maximising the operational efficiency of telehandlers, which can contribute to the timely completion of projects and the effective management of resources. In various industries, telehandlers play a critical role in lifting and transporting heavy materials over obstacles and uneven terrain, making the Telehandler course crucial for anyone involved in operations that require heavy lifting and material handling. The Telehandler courses covers a range of topics, including safety regulations, operational techniques, maintenance basics, and troubleshooting common issues, ensuring that all participants are prepared to handle the demands of operating a telehandler in any setting. Booking the Telehandler Training couldn’t be easier. Book Now

Using an excavator as a crane is a common practice in certain construction and lifting operations. Using the digger as a crane requires appropriate training and skills However, it’s important to note that excavators are primarily designed for digging and earthmoving, not lifting. Using an Excavator as a Crane involves some inherent risks, and it’s crucial to follow safety guidelines and manufacturer recommendations. To book the NPORS Excavator as a Crane training or test please contact us to schedule your Training Here are some general considerations and steps you might take when using an excavator as a crane: 1. Check Manufacturer Guidelines: Always consult the manufacturer’s guidelines and specifications for the specific excavator model you are using. Manufacturers provide load charts and other essential information to ensure safe operation. 2. Understand Load Capacities: Know the lifting capacities of your excavator at various boom lengths and angles. Exceeding these capacities can lead to instability and accidents. 3. Use Proper Attachments: If your excavator is equipped with a lifting attachment, make sure it is designed and rated for lifting operations. Using inappropriate attachments can compromise safety. 4. Stabilise the Excavator: Ensure that the excavator is on stable ground. Extend the outriggers or stabilisers to provide additional support and prevent tipping. 5. Inspect the Excavator: Regularly inspect the excavator for any signs of wear, damage, or malfunction. Pay particular attention to the boom, hydraulics, and other critical components. 6. Position the Excavator: Position the excavator in a way that allows for a stable lifting operation. Avoid working on slopes or uneven surfaces. 7. Rigging and Lifting Techniques: Use proper rigging techniques, and ensure that the load is properly secured. Lift the load smoothly and avoid sudden movements. 8. Maintain Clear Communication: Establish clear communication between the operator and any ground personnel involved in the lifting operation. Use hand signals or radios to coordinate movements. 9. Avoid Exceeding Reach Limits: Do not exceed the excavator’s reach limits. Lifting loads beyond the recommended reach can lead to instability. 10. Training and Certification: Ensure that operators are properly trained and certified for lifting operations. Holding the NPORS Excavator As A Crane bolt on is essential for lifting operations Operating an excavator as a crane requires specific skills and knowledge. 11. Weather Conditions: Consider weather conditions, especially wind speeds, as they can affect the stability of the excavator during lifting operations. Always prioritise safety when using equipment for tasks it wasn’t originally designed for. If the lifting requirements are frequent or extensive, it may be more appropriate to use a dedicated crane with the necessary capacity and features. Remember, safety is paramount in any construction or lifting operation. Frequently Asked Questions 1. What is Excavator As A Crane Training, and why is it necessary? Excavator As A Crane Training provides individuals with the skills and knowledge required to safely and effectively use excavators for lifting operations. Although excavators are primarily designed for digging and earthmoving, this training ensures operators can perform lifting tasks safely, minimizing risks and accidents on job sites. 2. Who should undergo Excavator As A Crane Training? This training is essential for anyone involved in using excavators for lifting operations, including machine operators, construction workers, and site supervisors. Proper training ensures that individuals understand equipment operation procedures, load capacities, and safety protocols. 3. What topics are covered in Excavator As A Crane Training programs? Training programs cover a range of topics, including: Manufacturer guidelines and load charts Understanding load capacities at various boom lengths and angles Proper use of lifting attachments Excavator stabilization techniques Rigging and lifting techniques Positioning and communication strategies Safety procedures and weather considerations Regular inspection and maintenance of equipment 4. Is Excavator As A Crane Training mandatory in certain industries? While not legally mandated in all areas, many employers in the construction and lifting industries require operators to undergo training as part of their occupational health and safety policies. Compliance with excavator as a crane training requirements helps prevent accidents and ensures regulatory compliance. 5. Where can I find reputable Excavator As A Crane Training courses? Reputable Excavator As A Crane Training Courses are offered by various institutions, including industry associations, equipment manufacturers, and specialized training providers like Vally Plant Training. It is important to choose a program that offers accredited certification and covers relevant industry standards and best practices.

In our constantly changing environment, if you always do what you've always done, then you'll always get what you've always got - and that's not enough! Building a strategic marketing plan is a powerful way to take a step back from day-to-day activities, review the opportunities available to your business and your products, and build a roadmap of tactics that will set you apart from the competition. In this workshop, we look at how to build a customer-focused strategic marketing plan to pin-point your milestones to success over a 12-month period. This programme will help participants to: Understand the key questions that a strategic marketing plan should answer Understand the value of customer and competitor insight and how to develop actionable insights to guide your plan Conduct a market analysis and identify the barriers and drivers to success Learn how to build a customer buying journey and how to identify the most valuable customers Develop a customer-focused strategy and customer engagement plans Develop core messages and winning tactics to engage with your key customers Identify the key metrics to review and measure to keep your plans on track 1 Situational analysis Introduction to marketing strategy Market and competitor analysis and insight generation Understanding the customer buying journey How to segment customers to identify your most valuable customer opportunities Identifying the barriers and drivers to your success 2 Strategy Introduction to strategy How to build strategic imperatives and SMART objectives How brand vision and positioning drive customer focus A guide to building key message themes 3 Tactics, messaging and measurement Introduction to building customer-focused tactics How to build a customer-engagement plan How to build key messages and a customer-focused tactical plan A practical guide to developing key metrics to review success and keep your plans on track Actionable outcomes Throughout the programme we will use your own product examples to build your plan, participants will: Learn best practice examples of strategic planning Discover market and customer opportunities to strengthen your competitive edge Create a strategic plan that can be implemented immediately within your business Start planning compelling marketing messages to reach the right customer at the right time Receive immediate feedback on your strategic marketing plan Have the opportunity to share common issues and solutions with colleagues in the group

This workshop will help you create, develop and close business opportunities using a consultative approach and a value-based (not price-led) proposition. Value-based selling means working the way your customer wants to buy, not how you want to sell. It also means: In a transactional sale the customer knows the answer without help from a salesperson (or cannot see why they should choose you), or is prepared to stay with what they have. Customer decision criteria are price and convenience and customers resent time spent with (new) salespeople, mainly because the salesperson adds little or nothing to what the customer already has and just wastes time. In a consultative or value-based sale, by contrast, the customer doesn't know the answer already. The salesperson must take the role of an advisor, not just a 'product promoter'. Customers demand expertise, advice and customisation during the sales process. Often customers insist on multiple meetings with salespeople and others to develop advantages that you can bring and reduce the perceived risk of changing. In this way the salesperson often adds more value than the product or service alone. This very practical workshop will help you use proven strategies and tactics to build, manage and successfully close sustainable business opportunities using a consultative approach and a value-based (not price-led) proposition. This includes: Increased impact of your new sales conversations, presentations and proposals - leading to faster decisions and increased conversion Greater confidence, consistency and professionalism throughout the business development process Enhanced sales questioning skills and techniques, leading to better, faster and more accurate development of customer needs, problems, value and expectations Improve your people, communication, influence and persuasion skills when approaching, consulting or presenting your services and solutions How to build value at all points in the customer's buying process through your knowledge, skills and structured approach Proven ways to gain additional business and referrals from existing customers and contacts, through direct approach and lead generation Being better able differentiate your firm, your solutions, track-record and expertise clearly and accurately with tailored value statements for each stage and for each opportunity Overcome and avoid price-based objections, buying criteria and negotiation 1 Introduction and key principles of value-based selling Introduction and review of pre-course questionnaires - KPIs, personal learning objectives and key principles The main principles of value-based selling and how they benefit you and the customer How value-based selling differs from 'transactional' or 'price-based' selling The stages of the customer's buying cycle - how to identify and work through strategies for each stage The concept of structured and set-piece selling and proposing Presentation by participants: Personal sales improvement goals 2 Value-based selling strategies and skills What is value? How can one move away from a price-led agenda? How to survive and resist price pressure - six techniques A review of key competencies and skills needed for a value-based approach Strategies, case studies and examples with discussion and review Defining your initial value proposition and comparative advantage How best to established the right level of trust, rapport and credibility Planning and practice session: Strategy - mapping a value-based sales process. 3 Connecting skills Research before the meeting and the first few minutes - ways to gain instant rapport and setting the foundation for a successful outcome in a first sales call How to structure an effective first time sales call or meeting - the subtle differences that are important to master How best to differentiate your solutions and build credibility and enthusiasm early or at the start of the buying process Overcoming initial buying resistance and relaxing the prospect; gaining rapport, opening the meeting: PBC (purpose-benefit-check) and gaining agreement to proceed Planning and practice session: Connecting - first meeting with a new contact 4 Consulting - building, developing and influencing client needs Understanding the power of high-impact and third-level questions to influence people based around specific needs and solutions The importance of body language and other personal communication dynamics when asking questions; empathic listening, run-on questions, drawing out skills, summarising, etc Creating a 'disturb' approach to creating needs and opportunities and positioning your solutions Using proven advanced sales questioning techniques with greater skill: Outcome, SPIN and qualification questions 'Decision-making criteria' - tools to help you develop the relevant criteria with the customer and in doing so progress your sales opportunities more effectively Planning and practice session: Questioning skills 5 Convincing - presentation and persuading skills practice Substance and style - selecting the right tone and content to engage and enthuse your prospect Compelling benefits and reducing perceived risk - key messages to deliver Helping the customer choose your proposition - by being convincing, compelling and credible when you present Professional and effective presentation skills - with personal coaching and practice sessions The keys of influence and persuasion and the keys to convincing a new customer to choose you for the first time Planning and practice session: Role-play in presenting your solution 6 Commitment Knowing when and how to close for commitment to the next stage in your sales process, plus ways to ask for commitment professionally and effectively How to isolate, prioritise and answer objections and concerns more openly and accurately, using a consultative not a confrontational approach Deal more effectively and profitably with price objections and reduce buyer's remorse (which can lead to an 'I want to think about it' reaction and cause delay and inertia) Key negotiation skills around the closing process - getting to 'yes' Planning and practice session: Role-play in closing and negotiation skills 7 Assessed role-play - Final practice session Live role-plays There is an option for external participants to be brought in to the live training workshop to take-part in the final assessed role-play or assist with other sessions run during the course. Performance assessment - 'Dragon's Pitch' The final afternoon of the course is an assessed role-play using a prepared scenario and external 'CEO'. The assessment criteria will be agreed prior to the workshop. 8 Workshop summary and close Personal action plan and learning summary

The aim of this course is to provide an overview of the key principles and techniques for leading and managing project work. It will focus on the core principles and generic methods of project management, showing how these can be applied to typical projects. 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 of, and help participants understand the skills required by, the project leader Illustrate the use of project skills through examples and case studies Identify ways to improve project management, both individually and corporately DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Key concepts and requirements for success Projects and project management Lessons from past projects; the essential requirements for success Differences between projects; characteristic project life cycles The challenges of project management; the role of the project manager Project exerciseA team exercise to demonstrate the challenges of project management 3 Defining project objectives and scope Identifying the stakeholders; key roles and responsibilities Getting organised; managing the definition process Working with the 'customer' to define the project scope 4 Project case study: part 1 Defining the project objectives: syndicate teams define the objectives and scope for a typical project 5 Project planning The nature of planning; recognising planning assumptions Planning the plan; the importance of team involvement Developing the work breakdown structure Estimating task resources, timescales and costs Developing the project schedule Analysing the plan and identifying the critical path 6 Project case study: part 2 Creating the project plan Syndicate teams begin development of their project plans (for completion after session 7) Team presentations and group discussion (after session 7) DAY TWO 7 Managing project risks Understanding and defining project risks Classifying risks and adopting an appropriate risk strategy Identifying, evaluating and managing project risks Agreeing ownership of project risks; the risk register Integrating planning and risk management 8 Project control Pro-active and re-active control; striking the right balance Pre-requisites for effective, pro-active project control Avoiding unnecessary 'scope creep' and controlling change Selecting the data needed to provide early warning of problems Monitoring project performance: 'S' curves, slip charts, earned value Getting good data and assessing project status Defining the roles and responsibilities for control Setting up a routine process for keeping up to date Managing and controlling multiple projects 9 Project case study: part 3 Controlling the project Teams control their project as new developments take place 10 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

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