MANAGEMENT AND SELF DEVELOPMENT (MSD)
Inducting new employees is essential to help them "fit" into their organizations. While individual banks take on the responsibility of getting their new recruits acquainted with their job duties, colleagues, bank policies and goals this Program introduces the new entrants to the whole spectrum of banking activities and the banking environment
OBJECTIVE:
This Program will help participants to:
Gain an overview of the banking business, and appreciate the larger context in which they will perform the roles expected of them.
CONTENTS:
• Current economic and financial scene
• The role of the Central Bank of Kuwait
• Modern banking systems and functions of the commercial banks, current accounts, savings accounts, cheque/credit/debit cards, and other banking services
• Money transmission/clearing system – including electronic payment systems e.g. Point of Sale, Knet, Internet, and SWIFT, Telebanking, Real Time Gross System, (KD settlement)
• Treasury functions
• Letters of Credit - Guarantees and Collections
• Bank book-keeping
• Management in banks
• Customer care
• Role of IT in banking
• Banking fraud/money laundering
• Loans
• Islamic Banking
METHODS
Lecture-discussions, individual and group assignments, role plays, exercises and computer training. There will be a 'test' at the end of the Program
TARGET AUDIENCE
Management trainees and other new staff
LANGUAGE
The Program will be presented in Arabic
DURATION
45 training hours, nine days, morning and evening sessions
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MANAGING TRANSITION FROM TECHNICIAN TO MANAGER
Most people move into management as a promotion; a reward for having produced well. Many such managers are soon overwhelmed by the kind of transformation they are then forced to undergo; from a specialist technician to getting things done through others. This Program looks at the challenges faced and the kinds of changes in behavior and character needed to make the transition a success
OBJECTIVES :
This Program will help participants to:
• Understand the different challenges a new manager faces
• Appreciate motivation, team building and planning
• Prioritize, organize, and monitor – good time management
• Recognize HR roles, recruitment & interview/selection process
• Utilize leadership skills
CONTENTS :
• Introduction to management
• Managerial development, understand how a complex organization operates, power in an organization, management styles, coaching & mentoring
• Managing the transition to manager, challenges, understanding changes in behaviour and character needed
• Managerial identity and behavior, managing teams, networks, managing yourself, emotional intelligence (EQ)
• Managing subordinate’s performance, difficult employees, identifying top performers
• Development within the bank , team dynamics, communication, character & behavior
• Time management, planning and monitoring, prioritization & realistic time allocation
• Workforce planning, HR management, hiring & training, recruiting & selecting, effective appraisal techniques
• Team building, managing internal relationships in the team, shaping culture of the team
• Motivation at work, is pay a good motivator; productivity
• Interviewing skills, good employee selection, effective recruitment techniques, body language (non-verbal communication)
• Leadership, comparing leadership with management, good ‘followership’
METHODS:
Lecture, discussions, case studies
LANGUAGE:
The program will be conducted in English
DURATION:
18 hours, 3 days, morning & afternoon sessions
TARGET AUDIENCE:
New managers, technicians about to make the move to managing a team
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DEVELOPING A TRAINING PLAN THROUGH STRATEGIC TRAINING NEEDS ANALYSIS
OBJECTIVES:
This Program will help participants to:
Understand the process for constructing strategic training plans and be able to define:
• Appreciate their Purpose
• Plan what they should contain
• Realize how they should be constructed
• Realize what benefit they will deliver to the organisation
• Use measurements and indicators both in terms of inputs and outputs
CONTENTS:
• Matrix Model as a scene setter
o Professional Training Overview - Why is this important? What should be the strategic training role of the future? – Tutor-led input and group discussion
o How? – Personal competences and organisational competences – differentiating Skills, Attributes and Behaviours
o Positioning Strategic Approaches to Learning and Development
o Objective setting at Strategic Business Unit (SBU) level
o Multi-annual work planning
o Triangle Model TASK, PERSONAL Competences, ORGANISATIONAL Competences
o Referencing the triangle model to Bank strategic objectives for the current year and to SBU Key Training objectives (which participants will bring with them)
• Strategic Training Needs Analysis – How to do it and brief examples of best practice
– Personal Competences, Organisational Competences, differentiators
– “6 Factors” as background - How do we know that any training intervention has been a success?
– Stakeholder Mapping
– Line Manager Engagement
– Aims
– Objectives
– Critical Success Factors
– Key Performance Indicators
– Outputs – a training strategy document that goes to the HR function to refine and to be used post – agreement and executive sign-off
– Introduction of case study – Training Strategy – What do we have? What do we need? How do we get there? Designing a Strategic Training Approach that everybody supports.
• Generating a standard approach to Training Strategy – Do’s and Don’ts
• Individual Action Planning
- What do you do in your own Bank? – your message for the Hierarchy
- Your Individual Actions (bullet points to be worked on over the following 6 weeks) to discuss with line managers at the coaching sessions
METHOD:
• The course will be delivered through a mixture of short theory inputs, tutor-facilitated discussion, film and paper-based examples of best practice, exercises with participant presentations and a major case study running through the duration of the program.
DURATION:
• 18 hours, 3 days, morning & afternoon sessions
TARGET AUDIENCE:
• Department Head, Team, Leaders and Supervisors.
(To be announced)
COACHING & MENTORING SKILLS FOR MANAGERS
Effective managers are increasingly being depicted as coaches rather than bosses. They are expected to provide instruction, guidance, advice and encouragement to help employees improve their performance
Coaching and Mentoring are highly effective performance management tools that assist leaders to enhance their team’s performance and morale and this will greatly increase success
This Program is aimed at developing the coaching skills of managers who provide support their staff
OBJECTIVES:
This Program will help participants to:
• understand the benefits of coaching in the workplace
• acquire the skills necessary to effectively coach staff
• improve abilities in analyzing their own and their employee’s performance in order to create a supportive climate
CONTENTS:
• Definition of Coaching and Counseling
• Understanding yourself
• What is a Coach?
• Coaching - what do they mean, what are the common areas and the differences?
• Using Coaching as a change method
• The benefits of Coaching
• The five essential skills of a coach
– Active listening
– Powerful questioning
– Empathy
– Silence
– Feedback
• The coaching process:
– Establishing performance objectives
– Providing direction and support
– Coaching to achieving objectives
– Monitoring performance
• Listening managers
• Deep listening skills
• The magic in being understood
• Listening between the lines
• The core skills of effective Coach
• Essential Coaching skills
• Planning your Coaching assignment
• Using Coaching to improve productivity
• Communicating ideas
• Monitoring progress
• Providing effective feedback
• The differences between Coaching and Counseling
METHODS
• Lecture-discussions, case studies and role plays
TARGET AUDIENCE
• Managers and Supervisors and staff with coaching responsibilities
LANGUAGE
• The Program will be presented in English
DURATION
• 24 training hours, four days, morning and afternoon sessions
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