1233 RES courses in Nottingham

Recognising the value of, and practising, clear and open communication at all levels is the first step to improving performance, whether at an individual, team, management, leadership or organisational level. We all know this, but why is it so difficult? This unique programme will make it much, much easier for you by giving you a robust framework to use - and the opportunity to practise your skills in a safe, supportive environment. It will help you have conversation that deliver tangible results. The programme will help you: Overcome the barriers to effective performance conversations Handle feedback conversations effectively Improve working relationships with your staff Set realistic expectations and targets (and get 'buy-in' for them) Improve your communication style Plan and prepare for honest conversations in the workplace 1 What is an honest conversation? Why don't we have them more often? What stops us? The cost of not having them 2 The feedback conversation Dealing with the impact of feedback conversations 3 Preparing for conflict 4 Effective working relationships 5 The expectations conversation 6 The targets conversation 7 Your communication styles 8 Planning and preparing for an honest conversation 9 Giving and receiving feedback skills

Budgeting is more than mere vague oversight. Budgeting should deliver the corporate strategy, add shareholder value and lead to a well-run business - for the benefit of all involved in it. Effective budgeting leads to real control - effective day-to-day operational control and more. This course demonstrates what proper budgeting and operational control can do. This course will help ensure that participants: Appreciate the importance of the budgeting process Take ownership of it Use it as a daily working tool - not an annual exercise - to help run their part of the operation Improve their reporting against budget Ensure their delivery against budget 1 Objectives of budgets The budget process Stages - what is the prime aim of a budget? What is forecasting? ObjectivesPlanningImplementation 2 Budget and cost control focus Choosing objectives Links with corporate strategy Links with resource management Can the accounting systems cope? 3 Traditional budgeting and control Benefits and drawbacks The process Control and feedback Reporting - what can be expected? 4 Advanced budgeting and control Understanding the business process Taking out costs Cost awareness ZBB - as valid as ever 5 Reports Reports for action The purpose of a report Content - deliverables and feedback Culture is so important

This one-day workshop is designed to enhance your PowerPoint skills to achieve dynamic presentations that work with you, making it easier to deliver a polished, professional presentation. You will learn advanced PowerPoint skills that will save you time and elevate your presentations. This course will help participants: Create custom shows to personalise presentations for individual clients Make the Slide Master work collectively with slide layouts and themes Seamlessly interact with external content using links Work with advanced animations and transitions, and video/audio tools 1 Themes and Masters Add a Design theme to a presentation Make changes to the Slide Master Delete layouts from the slide master Saving a slide master with themes as a template 2 Advanced graphics and diagrams Drawing, duplicating and resizing shapes Grouping, aligning and stacking shapes and graphics Using SmartArt for diagrams and organisation charts 3 Graphs and charts Inserting and formatting a chart Linking an Excel chart to a slide Linking Excel tables to a slide Animating charts 4 Video, Custom animation and Hyperlinks Adding and editing video Animating pictures and drawings Hyperlink to another Slide or Website Compressing and optimising media 5 Presenting Reuse slides Hide slides Rehearsing timings Enabling a presentation to run continuously

Self-understanding is a prerequisite for leading and managing others responsibly and honourably. The field of Neuro Linguistic Programming has helped us to gain a better insight into how we all think and behave. Upon completion of this course participants will be able to: Gain an insight into the purpose and functions of the unconscious mind Develop flexibility to increase their for behaviours in different circumstances Appreciate how different people experience the world Create and set effective goals and direction Understand the NLP Model of Communication Adapt their communication style to maximise effectiveness Influence and persuade others by connecting with people Understand how empowerment can make life easier Appreciate how creativity works Learn creativity techniques to tap into the power of the team 1 Self-awareness Autopilot - your unconscious mind Developing flexibility How identify, values & beliefs shape our behaviour Models of the world 2 Creating direction Describing present and desired state Designing your direction Making it happen Self-mastery 3 Communication The NLP Model of Communication Insights to the way people think Understanding representation systems Reframing the way people think about negative experiences Using metaphor 4 Influence and persuasion Building trust Connecting with people Purpose intention and outcomes The difference empowerment makes 5 Creativity and innovation Hindrances to creativity and innovation Your natural state of creativity Getting unblocked Creativity techniques 6 Action plan Course summary and presentation of action plans

The aim of this course is to provide project managers, project engineers and project support staff with a toolkit they can use on their projects. The tools range from the simple that can be used on all projects to the advanced that can be used where appropriate. This programme will help the participants to: Identify and engage with stakeholders Use tools for requirements gathering and scope management Produce better estimates using a range of techniques Develop more reliable schedules Effectively manage delivery DAY ONE 1 Introduction Overview of the programme Review of participants' needs and objectives 2 Stakeholder management Using PESTLE to aid stakeholder identification Stakeholder mapping The Salience model Stakeholder engagement grid 3 Requirements management Using prototypes and models to elucidate requirements Prioritising techniques Roadmaps Requirements traceability 4 Scope management Work breakdown structures Responsibility assignment matrix 5 Delivery approaches Sequential Agile 6 Estimating Comparative estimating Parametric Bottom-up Three-point estimating Delphi and Planning Poker Creating realistic budgets DAY TWO 7 Scheduling Critical path analysis Smoothing and levelling Timeboxing Team boards Monte Carlo simulations Probability of completion 8 People management Situational Leadership The Tuckman model Negotiation Conflict management Belbin 9 Monitoring and control Earned value management 10 Course review and action planning Identify actions to be implemented individually Conclusion PMI, CAPM, PMP and PMBOK are registered marks of the Project Management Institute, Inc.

Agile working is an approach that the NHS supports. It demands new ways of working and thinking. Agile means that work is now seen as an activity, not a place. People are the organisation. The way we communicate has to change. The way we manage has to change. This workshop will let you reflect on what works for you now and where you may need to adapt. You may need to trust and value your team more than ever, but when they aren't in front of you in the office, you will need to question your beliefs. The workshop will help you: Understand what Agile Working is all about Reflect on your management style Recognise the new ways of managing agile workers Choose the right communication methods Understand culture and mindset Identify different ways of measuring performance Focus on innovation and not bureaucracy Manage more effectively This workshop has been designed to support you in effectively managing an agile team. You will need to be open to questioning your existing techniques and be open and responsive to change. 1 What's it all about? What is Agile working? What are your personal management concerns? How to make it work Time / location / role / source 2 Your role as an Agile manager Your style Your team's individual preferences Learning to let go Your management style self assessment 3 The 3 areas of focus Trust Delegation Empowerment 4 Communicating effectively New ways of communicating Managing expectations What are you measuring? 5 Your personal action plan What are you going to do differently?

Finance doesn't have to be a puzzle. And if you want to get anywhere with your career, it had better not be! Whatever your role, you have an impact on the financial wellbeing of the organisation you work for, whether you've got specific financial responsibilities or not. This thoroughly practical, fun and enjoyable one-day workshop will help unpuzzle finance for you. It's an ideal opportunity to master the terminology, get to grips with the concepts, learn how 'the finance department' works and understand the part you play. This course will help participants: Appreciate the role and importance of Finance within organisations Be able to recognise and describe some of the common items and jargon used Identify the elements of the Profit & Loss and the Balance Sheet Understand cashflow Make better decisions Manage budgets 1 Introduction Expectations Terminology Key financial principlesAccrualsConsistencyPrudenceGoing concern 2 The three main financial statements Profit & Loss accountIncomeCost of salesGross profitAdministrative expenses ('overheads')Net profit/(loss) for the financial year (the 'bottom line')P&L format Balance SheetTerminologyFixed AssetsCurrent AssetsCurrent LiabilitiesLong-term LiabilitiesCapitalB/S format Cashflow Statement Financial and management information systems 3 Budgets and forecasts Why budget? Types of budget - incremental or zero-based Budgeting for costs - fixed and variable Budgeting for income An eight point plan for budgeting for your department Case study: Small Brother Ltd Problems and solutions 4 Accruals Accruals - what and why? Prepayments 5 Open forum

If you want to be better at making to-do lists or managing time better this is NOT for you! The time challenges we all face at work need to be addressed with a different approach. This 'bite-size' session takes a fresh approach to how we deal with time personally and challenges the belief that we don't always have enough time. The workshop will be participative, interactive, and will cover the personal relationship we have with time and how this impacts on dealing with challenges and ever-changing priorities on a daily basis at work. The workshop will give you some practical tools and ideas on dealing with your thieves of time from a different perspective, including interruptions and emails. To enable participants to organise and use their time effectively, using strategies to help with both 'thinking' and 'doing' that are fit for purpose. This workshop will enable you to: Recognise the barriers to effective time management and set goals to overcome them and get things done Understand how their mindset affects how they use time and use better ways to deal with the inbuilt patterns of behaviour this produces when at work Plan for tasks and projects in a productive way Use some new tools and techniques to tackle time thieves, including email and interruptions Review and evaluate their learning and have an action plan to take back to work 1 Welcome, introductions and objectives Exploring your relationship with time and how you focus your mind on daily work pressures in relation to time Past, present and future - where do you focus your energy at work? Time thieves - exploring the results of the pre-workshop questionnaire and learning strategies to deal with the roots of your time thieves 2 Personal strategies and tools: having a new mindset Emails, interruptions and curve balls Review and evaluation of learning Action-planning

This very practical and focused one-day workshop enables end-users, technical experts, proponents, internal customers and other key stakeholders to work with procurement and contracting to develop effective specifications and scopes of work, to ensure fit-for-purpose outcomes. The programme empowers participants to collaborate with all key stakeholders. This workshop will help participants: Understand the importance and value of clear and effective specifications Differentiate between the different methods of creating specifications and when to apply them Develop robust specification templates to ensure consistency Understand the use of appropriate language (critical to creating effective specifications) Appreciate the need to develop specifications in cooperation with stakeholders Make use of techniques such as value analysis and value engineering to define 'fit for purpose' in the context of creating effective specifications Embed key KPIs into the specification to ensure delivery Manage and mitigate legal and contractual risks in the specification 1 Introduction Learning outcomes Learning styles Plan for the day 2 The importance of effective specifications Scopes of work Impact of poor scopes of work Examples of costly errors 3 The critical role of language Terminology in creating effective specifications and scopes of work Problems of communication Lack of detail or too prescriptive 4 Encouraging cooperation Technical and commercial experts with responsibility for developing robust effective specifications and scopes of work Managing stakeholders' expectations Working with contractors 5 Types of specification Exploring and using the various approaches to the development of appropriate specifications and scopes of work Output Performance Technical Functional Solutions-based 6 The role of value analysis Value engineering in the process of developing scopes of work and specifications 7 Specifications and contracts The legal and contractual impact of poor specifications and scopes of work How to embed scopes of work and specification outputs into tender and quotation documents 8 Specifications as a management tool Developing KPIs and SLAs framed around robust effective specifications and scopes of work Negotiating with contractors Negotiating with stakeholders

This very practical one-day IACCM-approved programme enables participants to manage the process of commercial contracting and contract management effectively and efficiently to ensure value for money, improved service, and appropriate relationships. It covers a wide range of contract types in terms of risk and value. The programme empowers participants with the tools and techniques needed to collaborate with all key stakeholders. By the end of the programme participants will be able to: Understand the total process of managing contracts Exploit opportunities to extract even more added value Develop appropriate relationships with contractors Understand and use a range of contracting strategies and options Measure and improve contract performance Understand the impact of legislation on contract performance 1 Welcome Introductions Aims and objectives Plan for the day 2 Contract management An overview of the contracting process, mapping the 'territory' 3 Contract managers Skills Knowledge Attributes Responsibilities 4 Critical success factors Defining successful outcomes Effective stakeholder engagement Creating a shared vision of the outcomes 5 Placing contracts How to develop an effective specification and scope of work documents How to develop a robust contracting strategy Appropriate types of contract 6 Customers and stakeholders Customer and stakeholder analysis Managing expectations and the 'shared vision' concept to ensure customer co-operation, satisfaction, and delight 7 Working with suppliers Creating and developing commercial relationships Types of relationship How to manage difficult relationships Contractor motivational issues How to use incentives 8 Negotiation and related skills Introduction to key negotiation skills Persuading and influencing skills to work with stakeholders to improve outcomes for all 9 Dealing with change Claims and variations How to challenge contractor claims and requests for variations by making use of contractual terms Specifications to prevent false claims 10 Performance improvement How to measure and improve contractor performance Developing KPI systems Using contractual terms and conditions and basic legal principles 11 Contract close The importance of effective contract close processes 12 Close Review of key learning points Personal action planning