High Impact Programs · High Impact Programs include assessment, ... In addition, I have gained more self-confidence and improved my ... MANAGERIAL COMPETENCIES - COMMUNICATION Identify

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High Impact Programs


About us

Performance Technology Solutions (PTS) is an organizational consulting and managerial training company.

Mission: improve organizational results through people.

Our clients are mainly large multinational companies and international public agencies.


Our offering


High Impact Programs include assessment, training and coaching/consulting programs to achieve measurable results

Individual Assessment

or Organizational

Audit

Highly interactive classroom

training

Individual coaching

or

Organizational consulting to support the

change

Follow-up for evaluating the

results achieved



Some comments from our participants

“Due to a better self-awareness facilitated by Facet5 and to the coaching of the trainers, I have acquired techniques essential for my role, that have allow me to achieve concrete results in a short time period. I have improved the quality of feedback provided to colleagues and the frequency of my request for feedback from others allowing for continuous improvement. In addition, I have gained more self-confidence and improved my

interpersonal relationships through more assertive behaviors.”

David Falchetto – Trainer – H3G S.p.A.

“The strengths of this program are clear messages and explanations, videotaped role plays and the possibility to immediately analyze and discuss the activities, finding potential behavioral solutions to improve performance. I have learned to understand and accept my own and others’ responsibilities, to make direct reports more aware of improvements and to use the feedback techniques to make them responsible and to provide suggestions.”

Paola Pezzi – Business Manager EU Branch – AIM Group International S.p.A.

“The program gave me more awareness that I can improve the others’ perception of me. Also I have learned that active listening and feedback are at the basis of better relationships in our daily working life”

Marco Stucchi – Training Specialist – Adecco Training

“It has been the right program at the right time. A moment for reflection and experimentation; I found the videotaped role plays useful. Now I have more tools for working effectively with the people around me.

Marta Taverna – Training Specialist - Adecco Training


Types of High Impact Programs

Managerial competencies

Human Resources



• Improve communication effectiveness and working relationships with

• Effective communication and presentation

• Pitching: how to influence decision making

Communication

• Leadership and team management

• Performance Improvement: how to manage and improve direct report performance

• Improve emotional intelligence with

Leadership and management

• Building Key Managerial Competencies

• Effective Time Management

• Effective Meeting Management

Professional development

Managerial Competencies


Improve communication effectiveness and working relationships with (1 of 2)

Learning objectives

MANAGERIAL COMPETENCIES - COMUNICAZIONE

Gain awareness of your individual characteristics that impact your communication and relationships with others

Recognize how others may perceive your behaviors

Improve your emotional intelligence

Acquire techniques to develop/improve own skills related to active listening, assertiveness, giving and receiving constructive feedback

Adapt your communication style according to other’s characteristics


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Facet5

questionnaire,

an online

internationally

validated self-

assessment

tool.

The report will

be discussed

during an

individual two

hour session

preparatory for

the classroom

training.

MANAGERIAL COMPETENCIES - COMMUNICATION

Improve communication effectiveness and working relationships with (2 of 2)

Structure of the program

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Effective communication and presentation (1 of 2)

Learning objectives


Identify the elements that make a presentation effective

Plan and design the presentation contents based on objectives and the audience

Structure information and key messages effectively

Use different types of language (verbal and non verbal) effectively

Manage time effectively during the presentation

Manage stress well during the presentation

Interact effectively with the audience

Evaluate the effectiveness of your own presentation


Effective communication and presentation (2 of 2)



Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate how

each participant

actually manage

their

presentations.

Two very

interactive

classroom

training days

with videotaped

simulation of

presentations

and action plans

to motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Pitching: how to influence decision making (1 of 2)


Acquire a systematic method to design the pitch structure and develop key messages

Improve the ability to make a pitch through the consistency between verbal, para-verbal and non verbal aspects

Apply the techniques and tools provided to your own pitch

Pitching is the ability to make a brief and effective presentation which persuades the decision making of the audience.

Learning objectives


Pitching: how to influence decision making (2 of 2)



Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate the

effectiveness of

pitching

interventions for

each

participant.

One very

interactive

classroom

training days

with videotaped

simulation of

pitching and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Leadership and team management (1 of 2)

Learning objectives

Improve leadership effectiveness applying the Situational Leadership model

Use the tool of delegation in an effective way

Maintain team performance high, leveraging on motivational factors

Acquire techniques to improve team communication

Manage effectively group dynamics, resolving conflicts and developing a collaborative attitude

MANAGERIAL COMPETENCIES - LEADERSHIP AND MANAGEMENT


Leadership and team management (2 of 2)


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate the

actual

leadership style

of each

participant.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Performance Improvement: how to manage and improve direct report performance (1 of 2)

Learning objectives

Define clear objectives in order to motivate direct reports

Identify key factors to analyze direct reports performance

Identify the most appropriate strategies to resolve performance gaps

Apply effective analysis models to improve performance

Increase productivity overcoming resistances and providing constructive feedback



Performance Improvement: how to manage and improve direct report performance (2 of 2)


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate how

each participant

actually manage

the performance

of his/her direct

reports.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Improve emotional intelligence with (1 of 2)

Identify the areas and the components of the emotional intelligence model

Acquire awareness of your own strengths and development areas regarding the competencies that are part of the model

Apply techniques and tool to improve emotional intelligence in a working context

Emotional intelligence is the ability to identify, understand and effectively manage emotions and behaviors.

Research shows that emotional intelligence is an important element of effective leadership.

EI360° is a 360° questionnaire validated at international level based on the Goleman model that allow to facilitate a development plan focues on the key competencies that are part of the emotional intelligence.

Learning objectives



Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

EI360

questionnaire,

an online

internationally

validated self-

assessment

tool.

The report will

be discussed

during an

individual two

hour session

preparatory for

the classroom

training.

Improve emotional intelligence with (2 of 2) Structure of the program

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

One very

interactive

classroom

training day

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Building Key Managerial Competencies (1 of 2)

Communicate constructive feedback, improving active listening and assertiveness skills

Create strategic and productive relationships with your supervisor and colleagues

Identify and recognize the causes of interpersonal conflicts in the workplace

Acquire and apply new strategies to manage conflict effectively

Improve negotiation skills

This program provides effective techniques and tools immediately applicable in your workplace to improve communication (give and receive feedback, active listening, assertiveness), relationships management, conflict management and negotiation competencies.

Learning objectives

MANAGERIAL COMPETENCIES – PROFESSIONAL DEVELOPMENT


Building Key Managerial Competencies (2 of 2)


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate the

actual level of

competency for

each participant

regarding the

training areas.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Effective time management (1 of 2)

Learning objectives

Recognize and value the time management style of each participant

Use effective techniques and tools to:

complete the tasks, achieving the defined objective within the deadline (effectiveness)

manage time wasters (efficiency)

reduce working stress

Provide guidelines to write a development plan for administering time in an efficient and effective way according to priorities



Effective time management (2 of 2)


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate how

each participant

actually manage

his/her activities

in terms of time.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.


Effective meeting management (1 of 2)

Learning objectives

Identify when is appropriate and useful to have a meeting

Acquire a systematic method to planning a meeting

Apply techniques to coordinate the discussion, facilitating the problem solving and decision making processes

Acquire a method to summarize the meeting results and manage the “next steps”

Evaluate meeting effectiveness



Effective meeting management (2 of 2)


Assessm

en

t

Tra

inin

g

Co

ach

ing

Fo

llo

w-u

p

Self-assessment

questionnaires

to evaluate the

effectiveness of

the meeting for

each participant

(in the role of

leader or

member).

Two very

interactive

classroom

training days

with exercises,

role plays and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Four individual

coaching

sessions to

guide and

support each

participant

during the

implementation

of the action

plan.

Group follow-

up session to

share results

achieved to

date and

resolve

eventual

problems

through the

discussion

with

colleagues

and the

trainer.




• HR as partner of the organization

• Training needs analysis, planning & control

• Monitoring training effectiveness

• Training ROI

• Instructional Systems Design: effective training design

• Design learning test

Human Resources

Human Resources


HR as partner of the organization (1 of 2)

Learning objectives

Identify the fundamental drivers for communicating with internal clients

Acquire techniques to conduct needs analysis of internal clients

Improve assertiveness and active listening to create win-win solutions for internal clients aligned with their needs

Apply techniques and tools provided to real working situations

HUMAN RESOURCES


HR as partner of the organization (2 of 2)


HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to

identify how

internal clients

are actually

managed by

HR unit.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.

One very

interactive

classroom

training day

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Training needs analysis, planning & control (1 of 2)

Learning objectives

Understand training planning and budgeting processes within an organizational “end-to-end” cycle

Analyze training needs and define tangible and measurable objectives for the training projects

Distinguish between training and non-training needs

Quantify, justify and manage the estimated budget for short and medium to long term

Implement techniques for control, analyze and update plans, budgets and training projects

HUMAN RESOURCES


Training needs analysis, planning & control (2 of 2)


HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to

identify how

needs analysis

is actually

conducted and

how training

activities are

planned and

monitored.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.

Two very

interactive

classroom

training days

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.


Monitoring training effectiveness (1 of 2)

Learning objectives

Evaluate training’s impact on the organization, at various levels, determining when it is appropriate to use each monitoring level and identifying the most suitable tools

Use tools and techniques necessary to monitor and improve training results

Identify potential outcomes of training initiatives for the organization that can support the achievement of strategic objectives

Follow a step-by-step process for effectively planning, conduct and document training evaluation activities

Use a collaborative approach to establish expected and achieved results

HUMAN RESOURCES


Monitoring training effectiveness (2 of 2)


HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to

identify how

training

activities are

actually

monitored.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.


Training ROI (1 of 2)

Learning objectives

Describe and apply the methodology for ROI calculation in training

Explain how the methodology can be used in different situations within an organization

Distinguish between the application of the methodology for “soft skill” (e.g. managerial, communication) and “hard skill” training (e.g. technical skills, operating)

HUMAN RESOURCES


Training ROI (2 of 2)


HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to

identify which

data useful for

calculating ROI

are actually

monitored and

measured.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.


Instructional Systems Design: effective training design (1 of 2)

Learning objectives

Apply the Instructional Systems Design (ISD) process in training design

Conduct an activity analysis to identify participants characteristics, contents and objectives

Structure the course based on the activity analysis

Define learning objectives aligned with the activity analysis

Classify learning objectives according to performance levels

Classify contents (facts, concepts, processes, procedures, structures, principles)

Acquire a method to design learning materials according to content types

Plan the evaluation of training effectiveness

HUMAN RESOURCES


Instructional Systems Design: effective training design (2 of 2)


HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to

identify how

training

interventions

are actually

designed.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Two very

interactive

classroom

training days

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.


Design learning test (1 of 2)

Learning objectives

Identify when to use and how to structure a learning test

Improve existing multiple choice tests identifying design mistakes

Apply guidelines to designing effective and valid multiple choice tests

Conduct a statistical analysis of the test items to evaluating effectiveness and validity

HUMAN RESOURCES


Design learning test (2 of 2) Structure of the program

HUMAN RESOURCES

Au

dit

Tra

inin

g

Co

nsu

ltin

g

Fo

llo

w-u

p

Organizational

Audit to identify

how learning

test are actually

designed.

Two very

interactive

classroom

training days

with

application

exercises and

action plans to

motivate the

application of

the new

competences

acquired and to

define tools to

evaluate

progress in an

objective way.

Four

consulting

sessions to

guide and

support the

implementation

of the action

plan.

Follow-up

session to

evaluate the

effectiveness

of the overall

program and to

identify some

additional

actions for

continuation.


Visit our website www.ptsonweb.com

Send an e-mail to [email protected]

Call us by phone at +39 02 72 09 45 14

For more information

Documents

High Impact Programs · High Impact Programs include assessment, ... In addition, I have gained more self-confidence and improved my ... MANAGERIAL COMPETENCIES - COMMUNICATION Identify