learning and development directory
your passion by developing your potential LEARNING AND DEVELOPMENT DIRECTORY 2014-2015 your passion by developing your potential 2014/2015 LEARNING AND DEVELOPMENT DIRECTORY Published by the Government of Bermuda Department of Human Resources Third Floor, Ingham & Wilkinson Building 129 Front Street, Hamilton HM 12, Bermuda Tel: (441) 279-2820 Fax: (441) 295-2858 Email: [email protected] Website: www.gov.bm April 2014 Design and pre-press production: Department of Communication and Information CONTENTS Department of Human Resources Vision Statement .............................................................................................................................................................................1 Mission Statement .........................................................................................................................................................................1 Values ..........................................................................................................................................................................................................1 Foreword ...............................................................................................................................................................................................................2 Welcome ...............................................................................................................................................................................................................3 New Direction - Mandatory Training Programme/Course Offerings ..................................................................4 Our Learning and Development Team ..........................................................................................................................................6 Learning and Development Management ................................................................................................................................7 Talent Management Programmes ...................................................................................................................................................7 Self-Directed Learning .............................................................................................................................................................................8 Professional Development Plan ......................................................................................................................................................9 Department of Human Resources Mandatory Programmes/Course Offerings ....................................12 Competencies Linked to Programmes/Courses .............................................................................................................13 Employee Levels ...........................................................................................................................................................................................16 Lunch and Learn - Hot Topics ........................................................................................................................................23 Moving About in Government Performance Management and Mandatory Training You and Your Superannuation Pension Courses Achieve Your Potential ..........................................................................................................................................................................24 Administrative Development (Technical Skills) ............................................................................................................25 The Administrative Professional Setting Up and Using Filing Systems Speedwriting Tips for Taking Minutes and/or Notes Introduction to Minute-Taking (New) Building Effective Work Relationships ..................................................................................................................................26 Business Writing Skills ........................................................................................................................................................................27 Business Writing Skills for Managers ....................................................................................................................................28 Change Management ............................................................................................................................................................................29 Coaching Skills Level I ..........................................................................................................................................................................30 Coaching Skills Level II .........................................................................................................................................................................31 Communication Skills .........................................................................................................................................................................32 Conducting Difficult Conversations ........................................................................................................................................33 Customer Service .....................................................................................................................................................................................34 Data-Driven Decisions (New)...........................................................................................................................................................35 Designing Services to Meet Customer Needs ..................................................................................................................36 Developing Effective Policy (EDP/SMDP) ..............................................................................................................................37 Dignity at Work Awareness Briefings for Employees ................................................................................................38 Disciplinary and Grievance Procedures ................................................................................................................................39 Drafting Cabinet Memoranda ........................................................................................................................................................40 EAP: When and How to Intervene for Referrals (New)...................................................................................................41 Embracing Diversity ...............................................................................................................................................................................42 Executive Development Programme (EDP) ........................................................................................................................43 Developing Effective Policy Financial Management and Budgeting From Policy to Law Managing Media Communication Strategic Leadership Working with Ministers Writing Business Plans Financial Management and Budgeting (EDP/SMDP) ................................................................................................45 Financial Management Level I .......................................................................................................................................................46 CONTENTS Financial Management Level II ......................................................................................................................................................47 Fire Marshal and Fire Extinguisher Training ..................................................................................................................48 From Policy to Law (EDP) ....................................................................................................................................................................49 Government Procurement Briefings (New) ........................................................................................................................50 Human Resource Information Management System (HRIMS) ..........................................................................51 Keyboarding I ................................................................................................................................................................................................52 Keyboarding II ..............................................................................................................................................................................................53 Leadership: From Transactional to Transformational ..............................................................................................54 Leading Change (formerly Change Management II) ...................................................................................................55 The Legislative Process (SMDP) ..................................................................................................................................................56 Managers Development Programme Level I (MDPI).....................................................................................................57 Communication Skills for Managing Information Disciplinary and Grievance Procedures Financial Management Level I Induction to MDPI Introduction to Management, Leadership, and Team Building Managing and Measuring Performance Motivating Yourself and Your Staff Presentation Skills: Team Presentation Techniques Problem Solving and Decision-Making Team Presentations Managers Development Programme Level II (MDPII) ................................................................................................59 Coaching Skills Level II Designing Services to Meet Customer Needs Financial Management Level II Government Procurement Briefings Leadership: From Transactional to Transformation Leading Change (formerly Change Management II) Managers’ Reflective Session Managing Performance MDPII Collaborative Project Presentation (all participants) MDPII Orientation MDPII Project MDPII Project Team’s Interactive Session Project Management Managing Media Communication (EDP) ..............................................................................................................................62 Managing Performance .......................................................................................................................................................................63 Negotiation Skills - Introduction ................................................................................................................................................64 Negotiation Skills - Advanced .......................................................................................................................................................65 Orientation ......................................................................................................................................................................................................66 Performance Appraisal - Introduction ....................................................................................................................................67 Performance Appraisal and Review Skills for Managers .......................................................................................68 Performance Improvement Programme (formerly Personal Development Programme) ..........69 Presentation Skills ...................................................................................................................................................................................70 Professional and Business Etiquette ........................................................................................................................................71 Project Management ..............................................................................................................................................................................72 Senior Managers Development Programme (SMDP) .................................................................................................73 Developing Effective Policy Financial Management and Budgeting The Legislative Process Project Management Seven Habits for Managers ...................................................................................................................................................74 Strategic Leadership Seven Habits of Highly Effective People - Signature ..................................................................................................75 Strategic Leadership (EDP/SMDP) ..............................................................................................................................................76 Team Building ...............................................................................................................................................................................................77 Time Management ...................................................................................................................................................................................78 CONTENTS Working with Ministers (EDP) ........................................................................................................................................................79 Writing Business Plans (EDP).........................................................................................................................................................80 Writing SMART Objectives ..................................................................................................................................................................81 Training Offered by Other Government Departments Budget Training .................................................................................................................................................................................82 EnterpriseOne (E1) Training ...................................................................................................................................................83 IT Training ..............................................................................................................................................................................................86 Training Offered by Other Service Providers Cardio Pulmonary Resuscitation (CPR) and First Aid Training ............................................................................87 On-Line Transfer of Learning Survey .........................................................................................................................88 Training Managers Department Allocation List ...............................................................................89 Course Registration for Employees of the Government of Bermuda Application Policy and Procedures .................................................................................................................................92 Course Cancellation and Non Attendance Policy and Fee Schedule .................................................93 Course Attendance Terms and Conditions ..............................................................................................................94 Course Application Form .........................................................................................................................................................95 Managers Development Programme Level 1 (MDPI) Vetting Form .......................................................97 My Completion Record Sheet Mandatory Programmes/Courses Executive and Head of Department ................................................................................................................................101 Senior Manager and Senior Professional .................................................................................................................103 Middle Manager, Advanced Technical and Professional .............................................................................105 Advanced Administrative and Technical ..................................................................................................................107 Administrative Assistant and Clerical ......................................................................................................................109 Industrial ................................................................................................................................................................................................111 Course Registration for Employees of Quangos and Non-Government Organizations Application Policy and Procedures for Quangos and Non-Government Organizations ...................................................................................................................................113 Course Fee Schedule for Quangos and Non-Government Organizations .....................................115 Course Cancellation and Non Attendance Policy for Quangos and Non-Government Organizations ...................................................................................................................................116 Course Attendance Terms and Conditions for Quangos and Non-Government Organizations ....................................................................................................................................117 Course Application Form for Quangos and Non-Government Organizations ...........................119 VISION STATEMENT We aim to build a competent, engaged workforce which drives a vibrant, world-class public service DEPARTMENT OF HUMAN RESOURCES DEPARTMENT OF HUMAN RESOURCES MISSION STATEMENT To partner with internal and external stakeholders to provide professional, strategic, value-added solutions to maximize human capital and enable operational success OUR VALUES Accountability Ownership of performance and conduct Competence Demonstrate the knowledge, skills, and attitudes required for operational success Customer Focus Deliver exemplary customer service Innovation Seek new ideas and adopt methods that drive continuous improvement Integrity Exemplify ethical and professional standards Ongoing Learning Teamwork Utilize diverse team strengths to deliver collaborative solutions TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Sustain a culture of growth and development 1 DEPARTMENT OF HUMAN RESOURCES FOREWORD The IGNITE Training and Development Directory 2014/2015 represents the Department of Human Resources’ continued pledge to offer all Government employees the opportunity to continue in their learning and development paths. We believe our joint decisions to extend your professional knowledge will ultimately result in higher job satisfaction and in the overall efficiency of the Government of Bermuda. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Our vision to build a competent, engaged workforce which drives a vibrant, world-class public service can be fully implemented by embedding a culture of performance management and stellar leadership, achieved with the provision of easily accessible courses across all Government employment levels. Therefore, the Government of Bermuda’s mandatory learning and development initiative continues to address this vision. 2 The recent SAGE Commission Report clearly articulated a need for strong leadership skills and capabilities within employees of the Public Service at the right management levels to meet the challenges Bermuda faces. We can all contribute to this by our collective recognition that ongoing learning will ensure that the skills are available at all times. On behalf of the Department of Human Resources, I encourage all Government employees to take full responsibility for their contribution to high performance by utilizing the course offerings in the 2014/2015 IGNITE Training and Development directory to map out your learning and development needs. Be sure to consult with your line manager/supervisor in order to align personal and professional development goals to your respective Department’s goals. We encourage you to actively follow through on the transfer of learning by readily implementing new understandings and action behaviors from your participation in the mandatory training. Carlita O’Brien Director of Human Resources DEPARTMENT OF HUMAN RESOURCES WELCOME Learning and development is a lifelong process that maintains our dedication to our work, our lives and overall well-being. The focus on learning and development for all employees remains the focus and commitment of the Government of Bermuda and the Department of Human Resources, Learning and Development Team. Our continued pledge is to improve upon performance management and leadership development because they are central to a more vibrant, efficient and committed public service workforce. As we approach our second year of the 5 year mandatory training strategy, we can confirm there has been an open embracement of participation in the courses. We will continue to offer identified mandatory sessions, while including additional courses based on business needs to extend learning and to meet the demands of the evolving workplace. This year we are pleased to offer additional courses such as Data Driven Decisions, Presentation Skills, Change Management, Achieve Your Potential, Business Writing Skills for Managers, Time Management, and Negotiation Skills. Additionally, we have re-introduced our pull-out calendar for easy reference and re-established our paper directory. A limited supply will be distributed to departments for those who favor a booklet. Our complete directory continues to be available online for ease of reference. We have added hyperlinks to assist you in getting to specific areas more quickly and alphabetized course offerings. We are introducing a Transfer of Learning online survey. The Transfer of Learning online sur- vey will assist us in measuring how effective our course offerings are improving performance in the work environment. You will continue to have the opportunity to do Lunch and Learn sessions around key topics such as Performance Management and Mandatory Training, You and Your Superannuation and Moving About in Government. Our Training Managers are here to assist you in designing courses specific to your department needs and to align forward job planning goals with department objectives and employee performance and development. We look forward to working with all government departments to strengthen our business partnerships and to ensure we deliver high quality service to the public as a result of the transfer of learning from our mandatory professional development strategy. We continue to encourage you to utilize your new learning consciously within your work environments as we continue to make the Government of Bermuda the best place of employment and opportunity. In the words of Harvey Ullman.......Anyone who stops learning is old, whether this happens at twenty or eighty. Anyone who keeps on learning not only remains young, but becomes constantly more valuable regardless of physical capacity. Darnell Todd-Wynn Senior Training Manager TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 As the new Senior Training Manager for the Department of Human Resources, Learning and Development Team, I am pleased to be a part of the 2014/2015 Ignite Learning and Development Directory. 3 DEPARTMENT OF HUMAN RESOURCES DEPARTMENT OF HUMAN RESOURCES NEW DIRECTION – MANDATORY TRAINING PROGRAMME/COURSE OFFERINGS To embed a performance culture in the public service, the Learning and Development Section of the Department of Human Resources created a learning and development strategy that is focused on performance management and leadership development. This mandatory training strategy will be implemented over the next five years for all levels of employees in the public service. For each year of the strategy participant’s registration for programmes/courses will be based on years of service. The exception is all employees who supervise staff, from Executive to Foreman, are eligible to take mandatory courses for their level commencing in year one of the strategy, irrespective of years of service. Endorsement and Support The mandatory training strategy has been endorsed and supported by the Civil Service Executive, Heads of Department and Unions representing public service employees. Why Mandatory Training for all Employees • • • • • • Equip employees to demonstrate key competencies (knowledge, skills and behaviours) Reinforce key competencies of the public service Common learning across the public service Improve customer service and accountability Reinforce code of governance and best practice Evaluate and monitor transfer of learning Employees Eligible to Enroll in Programmes/Courses in Each Year of the strategy Year 1: 2013 - 2014 • New Hires • Employees 5 years and less in public service • All employees who supervise staff, from Executive to Foreman levels, irrespective of years of service TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Year 2: 2014 -2015 4 • The categories listed above • Employees 6 - 10 years in public service Year 3: 2015 -2016 • The categories listed above • Employees 11 - 15 years in public service Year 4: 2016 -2017 • The categories listed above • Employees 16 - 20 years in public service Year 5: 2017 -2018 • The categories listed above • Employees 21 + years in public service Mandatory courses taken within the last 5 years (must show course completion certificate) Enrollment of New Hire Employees New hire employees will be enrolled in courses a cohort. Performance Consulting helps you andas your department to identify the best ways of improving your business results. Therefore, we offer the following services: Departmental Request for Mandatory/Non-Mandatory Training Advisory Service – we are here to assist you with any questions or needs you may have DEPARTMENT OF HUMAN RESOURCES LEARNING AND DEVELOPMENT MANAGEMENT Exemption from Programmes/Courses Onsite training is available to departments upon request (subject to availability of Training in relation to learning and/or development. Manager) Training Needs Analysis – we work with teams or business areas to help accurately identify performance requirements and the best way to address them. NB: Mandatory courses should be identified on your Forward Job Plan and reported on during the performance appraisal Brokerage – we willreview. assist you with determining the best supplier to meet a specific training need and help you with the contracting process. TALENT MANAGEMENT PROGRAMMES Public Service Bursary Award Scheme – each year, letters are circulated to heads of departments requesting them to identify the need for a bursary student. The Scheme is designed to help recruit for positions where departments are having difficulty recruiting Bermudians, often because of limited people resources in specialised areas. The Department of Human Resources provides funding for the Public Service Bursary Award Scheme. To learn more about the Professional and Technical Trainee Scheme go to our internal website at http://hr.gov.bm to view or download the Professional and Technical Trainee Scheme Handbook. BOOK A MEETING WITH YOUR TRAINING MANAGER TO DISCUSS YOUR PERFORMANCE NEEDS! TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 The Professional and Technical Trainee Scheme – provides Bermudians with the opportunity to obtain qualifications and experiences that enable them to fill professional and technical positions within the public service. Trainees receive both practical work related and specific academic experiences locally and overseas. This ensures that suitably qualified Bermudians are available to undertake professional and technical posts within the public service. 5 DEPARTMENT OF HUMAN RESOURCES OUR LEARNING AND DEVELOPMENT TEAM If you would like to discuss any of the courses or services in this Directory please contact any member of our Team Darnell Wynn TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 SENIOR TRAINING MANAGER [email protected] 279-2802 6 Joann Adams Annette M. Eve Marguerite Fields Terlena Murphy Terri Herbert-Trott TRAINING MANAGER [email protected] 279-2813 TRAINING MANAGER [email protected] 279-2814 TRAINING MANAGER [email protected] 279-2812 TRAINING MANAGER [email protected] 279-2826 TRAINING OFFICER [email protected] 279-2819 FOR ADMINISTRATIVE ENQUIRIES PLEASE CONTACT: Annette Glasford Claudelle Richardson Shelley Richardson ADMINISTRATIVE ASSISTANT [email protected] 279-2836 ADMINISTRATIVE ASSISTANT [email protected] 279-2835 ADMINISTRATIVE ASSISTANT [email protected] 279-2808 Performance Consulting helps you and your department to identify the best ways of improving your business results. Therefore, we offer the following services: Advisory Service – we are here to assist you with any questions or needs you may have in relation to learning and/or development. DEPARTMENT OF HUMAN RESOURCES LEARNING AND DEVELOPMENT MANAGEMENT Training Needs Analysis – we work with teams or business areas to help accurately identify performance requirements and the best way to address them. Brokerage – we will assist you with determining the best supplier to meet a specific training need and help you with the contracting process. TALENT MANAGEMENT PROGRAMMES Public Service Bursary Award Scheme – each year, letters are circulated to heads of departments requesting them to identify the need for a bursary student. The Scheme is designed to help recruit for positions where departments are having difficulty recruiting Bermudians, often because of limited people resources in specialised areas. The Department of Human Resources provides funding for the Public Service Bursary Award Scheme. The Professional and Technical Trainee Scheme – provides Bermudians with the opportunity to obtain qualifications and experiences that enable them to fill professional and technical positions within the public service. Trainees receive both practical work related and specific academic experiences locally and overseas. This ensures that suitably qualified Bermudians are available to undertake professional and technical posts within the public service. BOOK A MEETING WITH YOUR TRAINING MANAGER TO DISCUSS YOUR PERFORMANCE NEEDS! TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 To learn more about the Professional and Technical Trainee Scheme go to our internal website at http://hr.gov.bm to view or download the Professional and Technical Trainee Scheme Handbook. 7 DEPARTMENT OF HUMAN RESOURCES SELF–DIRECTED LEARNING Self-directed learning has been described as "a process in which individuals take the initiative, with or without the help of others," to diagnose their learning needs, formulate learning goals, identify resources for learning, select and implement learning strategies, and evaluate learning outcomes. (Knowles 1975) Learning is a lifelong process. Many assume learning and development only takes place in a classroom or course setting; however there are other techniques and methods available, such as: Coaching – seeking out an experienced colleague or your line manager to provide some one-to-one training on the job or to coach you through a new skill or task. Cross-Training – learning a new task (or job) from someone in your department is a great way to keep your job interesting and allow you to expand your value to the organisation. Experience – one of the most powerful forms of learning is that which we acquire from experience. This has two dimensions: firstly, breaking out of our comfort zone to try out new things and secondly, making a deliberate effort to focus on what learning is in the experience and to continue to reflect on it afterwards. Sometimes the learning is about something external – like how to make something happen – and sometimes it is internal, giving us greater insight into our personality or our strengths and weaknesses. Mentoring – forming a relationship with an experienced professional or senior person who can help you talk through some of the challenges you face or who can offer you the benefit of his/her wisdom. Networking – provides opportunities for you to share ideas, solve business problems and develop new business relationships Observation – sitting in with a colleague, work shadowing, identifying a role model, observing customers, observing a relevant process or similar work in another organisation. On-the-Job Training (OJT) – may provide the skills necessary to complete a technical or job-based task. When an OJT programme is structured and developed based upon best practice, it is often faster and more effective at teaching new tasks then a classroom programme. Private Study – stay in the habit of learning. A good place to start is with something that motivates you personally – perhaps learning a language to go on holiday or improving your computer skills. Visit the Community Education website at www.communityed.gov.bm. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Professional Memberships – join a professional organization to keep abreast of current trends In your position. 8 Reading – getting on the mailing list for trade and professional magazines, making use of libraries or buying the latest textbook on a given subject, studying reports you might normally just glance through and tapping into the internet. If you spend one hour a week reading books, in five years you will have read more on management theory and practice than most management consultants with MBAs! Webinars – Webinars are web-based seminars. By using a telephone and the internet, a broad audience of attendees can participate in a seminar without having to leave their desks. Webinars are as effective as on-site presentations without the travel expense. 9 Self-directed: Post Grade Range: _________________________________________________ Employee ____________________________________ TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 * Substantive post for which employee is being developed (where applicable) Note: This form may be downloaded from our website: www.hr.gov.bm Date: Employee ____________________________________ Print Name: Employee Formal Training ____________________________________ Development Objective (SMART) Signatures: Competency (Topic or Process to be Learned) Completion Date Manager / Supervisor ____________________________________ Manager / Supervisor ____________________________________ Manager / Supervisor Time Frame ____________________________________ Practical Training (Where applicable) Comments (Manager & Employee Assessments) DEPARTMENT OF HUMAN RESOURCES Permanent Secretary/Head of Department ____________________________________ Permanent Secretary/Head of Department ____________________________________ Permanent Secretary/Head of Department ____________________________________ Indicators of Success *Projected Post Grade Range:_________________________________________________________________________________________________________ (Where applicable) *Projected Post Title (for which you are being developed):_________________________________________________________________________________ Post Title: _____________________________________________________ Formal: (Current) Ministry/Department: _____________________________________________ (Full name, as it appears on pay stub) Projected Start and End Date: ___________________________________________ Name: ________________________________________________________ PROFESSIONAL DEVELOPMENT PLAN DEPARTMENT OF HUMAN RESOURCES PROFESSIONAL DEVELOPMENT PLAN PROFESSIONAL DEVELOPMENT PLAN The Professional Development Plan is a written outline of your career goals for professional development and/or promotional opportunities, and the steps you can take to meet those goals. You would use this tool to identify, organize and plan your career. We encourage you to use the Professional Development Plan to identify your work goals and to serve as your career action plan for skill building, professional development and career management. A GUIDE TO WRITING A DEVELOPMENT PLAN When creating your Professional Development Plan, use both the technical competencies for the job as well as the Government of Bermuda’s competency framework as outlined in the Performance Appraisal guide. For example, to develop leadership competency, you can include elements of strategic planning, coaching/ mentoring, performance management, change management, communication and engagement. Guidelines: • Duration of the development plan can reflect short and long term plans • Development plans are used to train and develop individuals for a minimum period of six (6) months • The projected post’s job description is to be used when drafting the development plan Explanation of Terms Used in the Development Planning: • Comments ʄʄ Description of the status, progress, assessment scores/results of task or project undertaken. These should relate directly to specific topic, competency or process for development • Competency TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ʄʄ The collection of knowledge, skills and attitudes required to carry out a task or perform in a role. These are usually described in terms of observable and measurable behaviours. Specific skills and knowledge required for the post 10 • Completed date ʄʄ Actual date objectives completed • Development Objective ʄʄ Specific task required. Ensure that it is specific, measurable, attainable, realistic and time bound • Formal Development Plans ʄʄ Plans that are drafted for individuals who have been identified for succession planning or professional development. Examples include Trainees, Designates, and Secondees • Formal Training ʄʄ Classroom, online, assigned readings, certification, designation, key foundational and technical knowledge ʄʄ Specific demonstration of skills/knowledge/attitude • Practical Training ʄʄ Cross training, Hands on/On the Job Training (OJT), Secondments, Acting, Deputizing, Stretch Assignments, Job Rotations DEPARTMENT OF HUMAN RESOURCES • Indicator of Success • Signature ʄʄ Signatures are required from the Direct Line Manager, the Permanent Secretary &/or Head of Department for formal development plans • Self-Initiated Development Plans ʄʄ These plans are initiated by the employee and completed in consultation with the Manager/ Supervisor to align business objectives and tactics. The signature of the Permanent Secretary is not required for self-initiated development plans • Time-frame ʄʄ Duration of learning time, time period TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 The Professional Development Plan template and guidance notes may be downloaded from our website: http://hr.gov.bm 11 DEPARTMENT OF HUMAN RESOURCES DEPARTMENT OF HUMAN RESOURCES MANDATORY PROGRAMME/COURSE OFFERINGS Within the following pages of the Directory you will see details of the mandatory courses, either provided or supported by the Department of Human Resources’ Learning and Development Section. Updates detailing additional or changed course dates, as well as details of any new events will be published on our website: http://hr.gov.bm. Enrollment in some courses is dependent upon prerequisite requirements being met. In 2014-2015, enrollment will be allocated on a first-come, first-served basis, for all employees who have been in the public service for ten years or less and to all employees who supervise staff, from Executive to Foreman levels, irrespective of years of service. NB: Mandatory courses should be identified on your Forward Job Plan and reported on during the performance appraisal review. Should you require further information regarding our priority placement procedure please contact your respective Training Manager. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 We look forward to welcoming you in our programmes/courses! 12 The Department of Human Resources has developed a set of competencies that should support the work of every employee. In the following table we link the course offerings to these competencies to help you and your manager select the most appropriate courses to meet particular skills, knowledge, learning and development needs. Please refer to our Development Guide for further opportunities to reinforce competencies. Continuous Improvement Administrative Development (Technical Skills) Customer Focus Delivering Results Business Writing Skills Business Writing Skills for Managers Change Management Coaching Skills Level I Coaching Skills Level II Communication Skills Conducting Difficult Conversations Customer Service Dignity at Work Awareness Briefings for Employees Disciplinary and Grievance Procedures • • Data-Driven Decisions New Working Together Taking a Wider Perspective • Problem Solving and Judgment Building Effective Work Relationships Designing Services to Meet Customer Needs Leading and Developing Others TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Achieve Your Potential Communicating and Influencing DEPARTMENT OF HUMAN RESOURCES COMPETENCIES LINKED TO PROGRAMMES/COURSES 13 DEPARTMENT OF HUMAN RESOURCES Communicating and Influencing TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Customer Focus Delivering Results Leading and Developing Others Drafting Cabinet Memoranda EAP: When and How to Intervene for Referrals Embracing Diversity Executive Development Programme Problem Solving and Judgment Taking a Wider Perspective Working Together Financial Management Level I Financial Management Level II Fire Marshall and Fire Extinguisher Training Government Procurement Briefings Human Resource Information Management System (HRIMS) 14 Continuous Improvement Keyboarding I Keyboarding II Leadership: Transactional to Transformational Leading Change (formerly Change Management II) Managers Development Programme Level I Managers Development Programme Level II Managing Performance Negotiation Skills Introduction Negotiation Skills – Advanced Customer Focus Delivering Results Leading and Developing Others Problem Solving and Judgment Orientation Performance Appraisal - Introduction Performance Appraisal and Review Skills for Managers Performance Improvement Programme (formerly Personal Development Programme) Presentation Skills Professional and Business Etiquette Project Management Senior Managers Development Programme Seven Habits for Managers Seven Habits of Highly Effective People – Signature Team Building Time Management Writing SMART Objectives Working Together Taking a Wider Perspective DEPARTMENT OF HUMAN RESOURCES Continuous Improvement TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Communicating and Influencing 15 DEPARTMENT OF HUMAN RESOURCES EMPLOYEE LEVELS The objective of this section is to give employees a better understanding of the various levels at which training is provided. The programmes/courses being offered this year are mandatory courses that have been identified for employees working at the different levels. The courses offered during the 2014-2015 fiscal year are for new hires as of April 1, 2014, employees who have been in the service for ten years or less, and for all employees who supervise staff, from Executive to Foreman levels, irrespective of years of service. The Learning and Development focus for 2014-2015 is on performance management and leadership development. Training levels are outlined on pages 17-22. The six levels are: • Executive and Head of Department • Senior Manager and Senior Professional • Middle Manager, Advanced Technical and Professional • Advanced Administrative and Technical • Administrative and Clerical • Industrial Mandatory programmes/courses have been identified for each level which will result in efficient and effective performance across the Government of Bermuda. Mandatory programmes/courses should be completed within three years. Course participation should not be considered as evidence that an employee is ready for promotion, as practical application and/or additional learning may be required. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 NB: Departments may contact their linked Training Manager to request any department specific training 16 Executives are the most senior level posts within the public service. The incumbents in these positions work under the policy direction of Ministers, the Cabinet, Cabinet Committees, the Governor, and the Governor’s Council to facilitate the smooth and effective delivery of services and programmes of the Government of Bermuda. Current Posts: Secretary to the Cabinet, Assistant Cabinet Secretary, Chief Justice, Financial Secretary, Permanent Secretary, Police Commissioner, Deputy Commissioner of Police, Auditor General, Secretary National Security, Director of Public Prosecutions DEPARTMENT OF HUMAN RESOURCES EXECUTIVE AND HEAD OF DEPARTMENT The Head of Department works under the general policy direction of the Permanent Secretary and is responsible for the overall leadership, management and administration of a department. Current Posts: Head of Department reporting directly to a Permanent Secretary In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES Mandatory courses ☐ Building Effective Work Relationships ☐ Conducting Difficult Conversations ☐ Disciplinary and Grievance Procedures * ☐ EAP: When and How to Intervene for Referrals * ☐ Embracing Diversity ☐ Executive Development Programme ○ Developing Effective Policy ○ Financial Management and Budgeting ○ From Policy to Law ○ Managing Media Communication ○ Strategic Leadership ○ Working with Ministers ○ Writing Business Plans ☐ Government Procurement Briefings ☐ Managing Performance * • ☐ Negotiation Skills Advanced ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Seven Habits for Managers ☐ Writing Job Descriptions ☐ Writing SMART Objectives Additional Course(s) ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Communication Skills ☐ Data-Driven Decisions (New) ☐ Designing Services to Meet Customer Needs ☐ Embracing Diversity ● ☐ Human Resource Information Management System (HRIMS) ☐ Project Management ☐ Seven Habits of Highly Effective People Signature For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● 17 DEPARTMENT OF HUMAN RESOURCES SENIOR MANAGER AND SENIOR PROFESSIONAL The Senior Manager and Senior Professional are responsible for the management and supervision of functions that require decision-making based on departmental policy, short-term planning, the coordination of work and the administration of functional area operations. Other posts at this level may be characterized by carrying out work that requires knowledge and skills of an advanced type in a particular functional area, usually attained through extensive training in a specialized field or the attainment of industry specific qualifications. Individuals in this category report directly to a Permanent Secretary or Head of Department. Examples: Assistant Collector of Customs, Assistant Registrar General, Senior Dental Officer, Chief Nursing Officer, Mechanical Superintendent, Senior Human Resource Manager, Senior Architect, Senior Training Manager, Deputy Chief Fire Officer, Assistant Commissioner, Deputy Director of Public Prosecutions, Director, Assistant Director In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● 18 Mandatory courses ☐ Building Effective Work Relationships ☐ Conducting Difficult Conversations ☐ Disciplinary and Grievance Procedures * ☐ Drafting Cabinet Memorandum ☐ EAP: When and How to Intervene for Referrals * ☐ Government Procurement Briefings ☐ Leading Change (formerly Change Management II) ☐ Managing Performance * ☐ Negotiation Skills Advanced ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Senior Manager’s Development Programme ○ Developing Effective Policy ○ Financial Management and Budgeting ○ The Legislative Process ○ Project Management ○ Seven Habits for Managers ○ Strategic Leadership ☐ Writing Business Plans ☐ Writing Job Descriptions ☐ Writing SMART Objectives Additional Course(s) ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Communication Skills ☐ Embracing Diversity ☐ Data-Driven Decisions (New) ● ☐ Designing Services to Meet Customer Needs ☐ Human Resource Information Management System (HRIMS) ☐ Seven Habits of Highly Effective People Signature For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job These employees report directly to a Senior Manager and may have similar roles as a senior manager. However, the scope of responsibility and decision-making authority may vary according to the size of their functional area. Examples: Social Worker, Planner, Principal Customs Officer, Management Consultant, Policy Analyst, Human Resource Manager, Training Manager, Engineer, Architect, Divisional Officer, Finance Manager, IT Manager, Lieutenant/Watch Commander, Chief Inspector, Police Inspector, School Principal, Deputy School Principal, Senior Customs Officer DEPARTMENT OF HUMAN RESOURCES MIDDLE MANAGER, ADVANCED TECHNICAL AND PROFESSIONAL In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES Mandatory courses ☐ Building Effective Work Relationships ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Conducting Difficult Conversations ☐ Customer Service ☐ Designing Services to Meet Customer Needs ☐ Disciplinary and Grievance Procedures* ☐ EAP: When and How to Intervene for Referrals * ☐ Embracing Diversity ☐ Financial Management Level II ☐ Leadership: From Transactional to Transformational ☐ Leading Change (formerly Change Management II) ☐ Management Development Programme I* ☐ Management Development Programme II* ☐ Managing Performance* ☐ Negotiation Skills Introduction ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Presentation Skills ☐ Project Management ☐ Seven Habits for Managers ☐ Writing SMART Objectives Additional Course(s) ☐ Business Writing Skills ☐ Communication Skills ☐ Data-Driven Decisions (New) ☐ Human Resource Information Management System (HRIMS) ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post are required to submit a signed development plan at the time of application. The opportunity to practice the newly acquired skills on the job is to be provided by the Line Manager Middle Managers seeking exemption from MDPI will require: 1. written confirmation by the Line Manager and Countersigning Officer that the applicant demonstrates mastery of the current MDPI content 2. a performance appraisal rating that meets or exceeds current job requirements 3. satisfactory completion of an MDP prior learning assessment (PLA) module TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● 19 DEPARTMENT OF HUMAN RESOURCES ADVANCED ADMINISTRATIVE AND TECHNICAL These employees plan and coordinate services and activities in their functional areas, including the development and supervision of programmes. They may assist in establishing objectives and operating policies and provide office management services in their sections. Some employees are responsible for functional areas but do not have supervisory responsibility. Examples: Administrative Officer, Office Manager, Probation Officer, Police Officer, Prison Officer, Ferry Boat Pilot, Fire Fighter, Human Resource Officer, Human Resource Coordinator, Customs Officer, Intelligence Analyst, Finance Analyst, Business Analyst, Sergeant/CoCommander, Emergency Medical Dispatch Supervisor, Nurse, Estate Surveyor, Teacher In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Mandatory courses ☐ Building Effective Work Relationships ☐ Business Writing Skills ☐ Change Management ☐ Coaching Skills Level I ☐ Conducting Difficult Conversations * ☐ Customer Service ☐ Disciplinary & Grievance Procedures * ☐ EAP: When and How to Intervene for Referrals * ☐ Embracing Diversity ☐ Managing Performance * ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Professional & Business Etiquette ☐ Seven Habits Signature ☐ Writing SMART Objectives 20 Additional Course(s) ☐ Communication Skills ☐ Data-Driven Decisions (New) ☐ Human Resource Information Management System (HRIMS) ☐ Presentation Skills ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job These employees provide support service and/or office-related duties to assist with the general operations of their functional area. Responsibilities tend to be routine, involving limited decision making and these individuals work under the direction of their supervisors Examples of this type of position are Administrative Assistant, General Clerk, Entry Level Staff, Customer Service Representative, Emergency Medical Dispatcher, Messenger and Cashier DEPARTMENT OF HUMAN RESOURCES ADMINISTRATIVE AND CLERICAL In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses ☐ Achieve Your Potential ☐ Administrative Development (Technical Skills) ☐ Building Effective Work Relationships ☐ Business Writing Skills ☐ Customer Service ☐ Embracing Diversity ☐ Keyboarding I ☐ Keyboarding II ☐ Performance Improvement Programme ☐ Professional & Business Etiquette ☐ Seven Habits of Highly Effective People - Signature ☐ Time Management ● For employees represented by the BPSU ONLY TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Additional Course(s) ☐ Communication Skills ☐ Human Resource Information Management System (HRIMS) ☐ Presentation Skills 21 DEPARTMENT OF HUMAN RESOURCES INDUSTRIAL Industrial employees are defined as those who provide support service to assist with the general operations of their functional area. Responsibilities tend to be routine, involving limited decision making and these individuals work under the direction of a supervisor or foreman. Examples: Maintenance Worker, Cleaner, Custodian, Janitor, Caretaker, Grounds-man, Driver, Storekeeper, Store Helper, Security Worker, Labourer, Mechanic, Tradesman, Carpenter, Gardener, Sanitation Assistant In addition to the courses listed below, you may consider other relevant courses that have been identified as a performance, business or personal development need on your Forward Job Plan and/or Professional Development Plan. MANDATORY PROGRAMMES/COURSES Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐Orientation ☐ Performance Appraisal - Introduction ● • ☐ Professional & Business Etiquette Mandatory courses ☐ Achieve Your Potential ☐ Building Effective Work Relationships ☐ Customer Service ☐ Embracing Diversity ☐ Performance Improvement Programme ☐ Seven Habits of Highly Effective People - Signature ☐ Time Management Additional Course(s) ☐ Communication Skills ☐ Presentation Skills TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ● 22 For employees represented by the BPSU ONLY DIRECTOR: LUNCH AND LEARN - HOT TOPICS Terlena A. Murphy Lunch and Learn - Hot Topics are informative presentations and discussions on topics that impact us as employees in the public service. You will have the opportunity to dialogue with people ‘in the know’. Annette Glasford Come join us for these presentations and lively discussions. Performance Management and Mandatory Training ADMINISTRATIVE ASSISTANT: LUNCH N LEARN – HOT TOPICS Moving About in Government DIRECTOR: Annette Eve HOT TOPIC: MOVING ABOUT IN GOVERNMENT PRESENTER: Department of Human Resources WHEN: ADMINISTRATIVE ASSISTANT: October 27, 2014 12:00 p.m. – 2:00 p.m. Madree Jolliffe E-mail: [email protected] HOT TOPIC: PERFORMANCE MANAGEMENT AND MANDATORY TRAINING PRESENTER: Department of Human Resources WHEN: May 5, 2014 June 9, 2014 July 14, 2014 12:15 p.m. – 2:00 p.m. You and Your Superannuation Pension DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Annette Glasford January 12, 2015 March 16, 2015 12:15 p.m. – 2:00 p.m. HOT TOPIC: PRESENTER: YOU AND YOUR SUPERANNUATION PENSION WHEN: July 2, 2014 12:00 p.m. – 2:00 p.m. February 9, 2015 12:00 p.m. – 2:00 p.m. SPACES ARE LIMITED - MAKE SURE TO PRE-REGISTER TODAY! LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Accountant General’s Department 23 COURSES DURATION: 2 Days DATES: 2014 April 16 and 17 June 19 and 20 September 4 and 5 2015 January 15 and 16 INSTRUCTOR(S): Terlena Murphy Derek Smith Department of Human Resources Representative DIRECTOR: ACHIEVE YOUR POTENTIAL AIM The aim of this workshop is to help participants gain greater self awareness of their talents and greater insight into how they might fulfill their ambitions. ‘Achieving your potential’ means different things to different people. For some, it is about dreams; for others, it is having definite goals. For some, the future is full of possibilities; for others, life is about routine. In the workplace, for some, it is about the value of what they do; for others, it is about career aspirations. What is common to everyone are two key questions: (1) What is my potential (my capabilities, my limitations, my preferences and my values) and (2) What do I need to do to achieve my goals (planning, creating opportunities, developing my competence and increasing my confidence)? To get answers to these questions most of us need a little help. Terlena Murphy LEARNING OUTCOMES ADMINISTRATIVE ASSISTANT: At the end of this workshop, you will be able to: Annette Glasford • identify techniques to implement your life’s purpose • list ways in which you can remain motivated regarding attaining and pursuing your life’s purpose • identify career planning mechanisms • create a career action plan • list the benefits of having a balance between your work and personal life WHO SHOULD ATTEND Employees at all levels CONTENT LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 The personal development process 24 • Identifying your potential • Personal motivation • Career planning • Work/life balance • Goal Setting AIM The role of the support specialist is vital to the success of the Government of Bermuda. The aim of this modular programme is to provide administrative, clerical and other support specialists with skills and techniques to enhance professionalism and performance. The modules are full of great techniques to help those who want to become more effective in advancing Government and departmental business objectives. Technical skills such as computer efficiency, file/record management, meeting minutes and more will be reviewed in this dynamic series. The programme encompasses the critical components required to ensure a rewarding and successful workplace experience for Government administrative professionals. LEARNING OUTCOMES At the end of the programme, you will be able to: • explain the roles and responsibilities of support positions • demonstrate professionalism in a business environment • define filing methods • select a filing system that increases records management efficiency • use basic skills of speedwriting to take notes and/or minutes WHO SHOULD ATTEND Advanced Administrative and Technical, Administrative Assistant and Clerical, Industrial CONTENT Module 1: The Administrative Professional (2 days) Gain a better understanding of your role and responsibility as a support specialist, and identify methods to help you project a professional image in the workplace Module 2: Setting Up and Using Filing Systems (1 day) Identify and define the five filing methods. Learn how to manage your files and use filing tips to make your filing faster and more efficient Module 3: Speedwriting Tips for Taking Minutes and/or Notes (3 days) Learn the basic principles of speedwriting that will allow you to write quickly and easily. Practise taking notes and transcribing. Module 4: Introduction to Minute-Taking (New) (1 day) Understand your role as the minute-taker and how to interact with the chairperson and attendees. Learn how to prepare for meetings and how to write and organize agendas and minutes. DATES: 2014 Module 1: The Administrative Professional April 24 and 25 November 3 and 4 Module 2: Setting Up and Using Filing Systems November 26 Module 3: Speedwriting Tips for Taking Minutes and/or Notes September 9, 10 and 11 Module 4: Introduction to MinuteTaking September 4 2015 Module 3: Speedwriting Tips for Taking Minutes and/or Notes February 18, 19 and 20 Module 4: Introduction to MinuteTaking (New) February 6 INSTRUCTOR: Terri Herbert-Trott DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ADMINISTRATIVE DEVELOPMENT (TECHNICAL SKILLS) Varies in length depending on module COURSES DURATION: 25 COURSES DURATION: 1.5 days DATES: 2014 April 14 and 15 May 27 and 28 July 17 and 18 September 18 and 19 November 13 and 14 2015 March 9 and 10 INSTRUCTOR: Annette M. Eve DIRECTOR: BUILDING EFFECTIVE WORK RELATIONSHIPS AIM Relationship building is the key to effective performance management. Today’s workplace is characterised by the presence of teams of diverse people who often can offer the right mix of skills to get the job done. Effective leaders and managers know how to build alliances across diverse teams and departmental boundaries to achieve win-win outcomes. This is a highly interactive one and a half-day course that aims to support the development of the skills required to build and maintain the effective work relationships that underpin outstanding performance and service delivery. Annette M. Eve LEARNING OUTCOMES ADMINISTRATIVE ASSISTANT: At the end of this course, you will be able to: Shelley Richardson • establish working relationships with all colleagues who are relevant to the work being carried out Quote: "This course was very helpful to me as I am young. It will help me strive to listen and communicate better, not only in the workplace but also in my personal life; a great course for building positive relationships." • understand and take account of the priorities, expectations and authority of colleagues in decisions and actions • fulfill agreements made with colleagues and let them know • identify and sort out conflicts of interest and disagreements with colleagues in ways that minimise damage to the work being carried out • exchange information and resources with colleagues to make sure that all parties can work effectively • provide feedback to colleagues on their performance and seek feedback from colleagues on your own performance in order to identify areas for improvement WHO SHOULD ATTEND LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Employees at all levels 26 CONTENT • Developing productive working relationships with colleagues • Applying the principles of effective communication • Identifying disagreements with colleagues and the techniques for sorting them out • Identifying conflicts of interest with colleagues and the measures that can be used to manage or remove them • Taking account of diversity issues when developing working relationships with colleagues • Exchanging information and resources with colleagues • Getting and making use of feedback on your performance from colleagues • Providing colleagues with useful feedback on their performance 1.5 days BUSINESS WRITING SKILLS AIM This introductory Business Writing workshop will introduce candidates to a range of basic principles and supporting practices in the area of written communication in the workplace. In addition to developing the practical skills required to write letters, memos and basic reports, participants will be encouraged to explore the ways in which they can use generic frameworks like templates and formats. This is a hands-on interactive workshop and participants will be required to complete, practise and demonstrate the skills they are developing in the areas covered. Each participant will work from an assigned computer for the duration of the workshop. COURSES DURATION: DATES: 2014 May 6 and 7 September 15 and 16 INSTRUCTOR: Lynette Woods DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Annette Glasford LEARNING OUTCOMES At the end of this workshop, you will be able to: • follow guidelines for writing a basic report • use correct grammar and mechanics in the writing process PRE-COURSE WORK: A pre-course questionnaire will be sent, via e-mail, to all participants • proofread and edit a document • write and respond to memoranda and letters WHO SHOULD ATTEND Employees at all levels who are required to write formal communications as a key part of their job PREREQUISITES Basic computer literacy and the ability to type accurately at a minimum speed of 25 wpm (Keyboarding workshops offered. Refer to pages 52-53) • Guidelines for effective writing • Writing letters and memos • Writing basic reports • Writing summaries • Style and presentation TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 27 COURSES DURATION: 1.5 days DATES: 2014 June 17 and 18 September 17 and 18 INSTRUCTOR: Liz Jones DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson BUSINESS WRITING SKILLS FOR MANAGERS AIM Business Writing Skills for Managers focuses on the special communication needs of managers on the job. It is a workshop designed for people who are managers or who anticipate becoming managers within the next six months. Good communication is good business. Every day, business people write, read, speak and listen to do their work – sending e-mail messages, reporting on projects, making presentations and developing proposals. The success of your work often depends on the quality and speed of the communication. This course can help you achieve that success. You will learn proven strategies that will help you produce top-quality documents. You will receive materials that contain guidelines, models, checklists and templates that will save you time drafting, revising and proofreading. The course will also enable you to develop and deliver a full range of oral presentations. LEARNING OUTCOMES At the end of this workshop, you will be able to: • use the writing process • write good news, bad news and persuasive messages • write reports and proposals • write and give presentations • understand grammar and sentence structure • know how to avoid sentence errors • develop a plan for improving your writing skills • develop a plan for improving the writing skills of others within the organization as an ongoing integral part of managerial responsibility LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 WHO SHOULD ATTEND 28 Managers at all levels CONTENT • Corresponding in the Workplace • Using special forms of writing (reports, proposals etc.) • Writing and presenting skills • Proofreading 2 Days CHANGE MANAGEMENT AIM Change Management is designed to help participants take responsibility for implementing successful change, and learn how to turn potentially threatening situations into opportunities to effect change. This course is for management and supervisory staff who may be involved in implementing change within their teams, sections or departments. Participants will review reasons for change in today’s business environment, and will identify challenges regarding change within their own environment. They will have an opportunity to practice and develop skills related to change. LEARNING OUTCOMES At the end of this course, you will be able to: COURSES DURATION: DATES: 2014 October 28 and 29 2015 March 30 and 31 INSTRUCTOR: Joann Adams DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Claudelle Richardson • define change, change management and the role of the change agent • learn and apply skills for better management of change • work through the change management process • understand the reason for change • become better change agents • create change management action plans for upcoming ‘change’ projects WHO SHOULD ATTEND Employees at all levels This two-day course is ideal for individuals or teams that are anticipating change and wish to work through an upcoming change project. CONTENT • Organisational change • Change models • Guidelines for effective change management • Personal change profile • Common reactions to change • Key personal change agent strengths • Dealing with change resistance TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Planning and preparing for change 29 COURSES DURATION: 1 day DATES: 2014 June 5 2015 February 20 INSTRUCTOR: Terlena Murphy DIRECTOR: Terlena Murphy ADMINISTRATIVE ASSISTANT: Shelley Richardson COACHING SKILLS LEVEL I AIM The aim of this workshop is to introduce participants to a basic coaching model and to support the development of the skills required for managers to coach employees towards improved performance in the workplace. Coaching has become an indispensable workforce development tool for today’s manager. The rising demand for effective, just-in-time learning means that managers must master the ability to foster and promote team and individual learning. Many of today’s managers cannot wait for the next training programme; the learning needs of many employees are immediate and require real time responses. Coaching provides a unique developmental framework for one-on-one learning and an ideal opportunity for managers to promote employee self-direction and self-management. This introductory-level coaching workshop will provide team leaders and newly appointed First Line Managers with a simple and practical approach to improving performance through one-on-one learning. They will learn how to respond effectively to and work with a variety of employee learning styles, negotiate clear learning goals and apply a practical coaching model that promotes performance improvement. LEARNING OUTCOMES At the end of this workshop, you will be able to: • understand how coaching can be used to develop your team • develop the coaching skills that help improve individual performance • demonstrate the behaviors and practices of an effective coach • recognize employees’ strengths and give them the feedback they need to succeed • identify employee problems and ways you can help to correct them LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 WHO SHOULD ATTEND 30 Managers, Supervisors, Team Leaders, Project Leaders, Team Members CONTENT • Defining coaching • Interpersonal communication skills • Self-Disclosure • Critical coaching skills • Learning styles and principles • Benefits and consequences • Coaching model • Feedback • Coaching problems 1.5 day COACHING SKILLS LEVEL II DATES: (MDPII – MANAGING PERFORMANCE IN THE DELIVERY OF PUBLIC SERVICE) 2014 June 17 and 18 November 18 and 19 AIM 2015 February 23 and 24 The aim of this course is to identify and utilise key coaching skills to improve performance in the workplace. You will learn how to identify, plan, deliver, assess and provide feedback for individuals/team development to improve performance. Utilising coaching skills to improve performance benefits all employees. You will understand the learning styles of others and apply skill sets to develop individuals by using a structured framework to bring about positive results in your workplace. Each of us can make a positive difference! INSTRUCTOR: LEARNING OUTCOMES At the end of this course, you will be able to: • define coaching • explain the ways in which people learn, recognize the variety of learning opportunities available, identify ways in which people can be supported in their development and the underpinning principles that ensure this is a fair process COURSES DURATION: Marguerite Fields DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson Quote: "This course provides relevant solutions to managing performance within the civil service." • write a development plan to improve performance in the workplace • explain, with examples, how feedback is used effectively within the development process • evaluate developmental objectives and make recommendations for improvement WHO SHOULD ATTEND CONTENT • How and why people learn and what hinders learning and development • Application of the Superior Coaching Model • Impact of team and organisational needs on development needs • Roles and responsibilities in development • Frameworks and activities for development • Partnership and relationship building • Tools and techniques for developing individuals and teams • Reflective practice TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Middle Managers who demonstrate a basic understanding of coaching competencies or have completed Coaching Skills Level I or an equivalent coaching course 31 COURSES DURATION: 2 days DATES: COMMUNICATION SKILLS 2014 April 10 and 11 May 22 and 23 July 7 and 8 October 2 and 3 November 6 and 7 AIM 2015 January 7 and 8 INSTRUCTOR: Terlena Murphy DIRECTOR: The way we communicate with each other is very important and sometimes we are not aware of the impact this has on others. Whether we are at work or at a social gathering the same skill sets apply. The aim of this workshop is to help participants communicate more effectively both in their professional and personal lives. People are judged not only by the way they verbally communicate, but also by their body language, dress and writing style. Consequently, it is to your advantage to have a greater understanding of your own style of communication; by doing this you will become a more effective communicator. Terlena Murphy LEARNING OUTCOMES ADMINISTRATIVE ASSISTANT: At the end of this course, you will be able to: • identify the major components for effective communications Annette Glasford • discuss how self-awareness impacts on communication with others • demonstrate the skills associated with effective communication WHO SHOULD ATTEND Employees at all levels CONTENT • How to improve the quality of communications • Key skills: explaining, listening and questioning • Communication problems and how to overcome them LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Preparing for effective communication transactions 32 "I highly recommend this course. It highlights both the positive and negative aspects of communication. I will personally use many of the communication tools going forward." 2 Days CONDUCTING DIFFICULT CONVERSATIONS AIM If you have ever found yourself postponing difficult, crucial or challenging conversations, this is the opportunity to develop the skills required to prepare for, plan and effectively manage that critical conversation. Learn how to clearly define the purpose of the conversation, map the steps to a rewarding outcome and put each step into action. This is a lively, interactive two-day course that will support the development of real time skills that you can put into practise immediately. Join us for this new and innovative approach to handling work-related and performance management issues. DATES: 2014 April 3 and 4 July 3 and 4 November 3 and 4 2015 February 24 and 25 INSTRUCTOR: Cordell Riley DIRECTOR: Joann Adams LEARNING OUTCOMES ADMINISTRATIVE ASSISTANT: At the end of this course, you will be able to: Shelley Richardson • confidently seek to resolve conflicts at the time they arise • manage the impact of attitudes, beliefs, assumptions and emotions (yours and others!) • adopt a framework within which you work to establish a solutions-oriented atmosphere • move parties beyond superficial points of contention to uncover the real issues COURSES DURATION: Quote: "This course allowed me to understand the various components of what can bring about a win-win when having a difficult conversation." • increase ownership and buy-in by guiding parties to generate their own solutions for overcoming conflict WHO SHOULD ATTEND Employees at all levels who supervise staff; this includes the Senior Manager and Senior Professional who supervise staff • Defining the tough issues • Framing understanding • Practising the model • Dialogues actually comprise three separate components: • The ‘what happened’ conversation – verbalising what we believe really was said and done • The ‘feeling’ conversation – communicating and acknowledging each party’s emotional impact • The ‘identity’ conversation – expressing the situation’s underlying personal meaning TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 33 COURSES DURATION: 1 day DATES: CUSTOMER SERVICE 2014 April 21 June 6 September 24 November 19 AIM 2015 January 26 A dynamic, interactive training course designed to ignite great customer service and inspire the personal qualities and practical skills that will assist in making exceptional customer service providers. INSTRUCTOR: LEARNING OUTCOMES Annette M. Eve At the end of this course, employees will be able to: DIRECTOR: • develop and maintain customer loyalty to our organisation Annette M. Eve • empathise with customers ADMINISTRATIVE ASSISTANT: Annette Glasford • see a customers’ wants and needs through their eyes • develop the skills to "own" customer problems and resolve customer issues • defuse eruptions—angry customers—etc. • communicate concerns constructively and recommend system improvements effectively • Adopt a "customer-focus" attitude WHO SHOULD ATTEND Employees whose jobs require a high degree of interaction with internal and external customers on a day-to-day basis CONTENT • Who are your customers? • The importance of customer service • Developing customer service skills • Barriers to communication LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Responding to your customer 34 • Problem-solving • Conflict management / handling difficult people and situations • Peer relationships • Do’s and don’ts of customer service "I have learned steps and basics to be able to respond and resolve solutions better when dealing with angry customers." EW AIM Data is all around us. At the national level data comes in various forms. What is the annual rate of inflation? How many air visitors come annually and how long do they stay? How many international companies are registered in Bermuda and what is their contribution to the Gross National Product (GDP)? This informative, light-onstatistics, hands-on, one-day workshop is designed to assist managers and policy makers with tools to more effectively use the data they collect. They will ultimately be able to transform data into information and thus make better decisions. 1 Day COURSES N DATA-DRIVEN DECISIONS DURATION: DATES: 2014 May 16 2015 March 2 INSTRUCTOR: Cordell Riley DIRECTOR: Joann Adams LEARNING OUTCOMES At the end of this course, you will be able to: • Understand the data-driven decision making process ADMINISTRATIVE ASSISTANT: Annette Glasford • Identify what types of data that is collected and what may be needed • Identify what data reports are most useful to you • Use basic statistics in the analytical process • Use data to convey meaning to interested stakeholders • Analyze data and use the results in reports • Use Excel to assist in the analytical process WHO SHOULD ATTEND Managers at all levels who both use data and would like to get more out of it, or who currently do not use data often and would like to begin using it more. You are encouraged to bring basic data to class with you (or e-mail to the presenter before the class). CONTENT • Arranging Data to Convey Meaning • Understanding Measures of Central Tendency • The Laws of Chance • Getting an Opinion • Using Data in Reports • Practical Exercises TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Sources of Data 35 COURSES DURATION: 2 Days DATES: 2014 June 24 and 25 2015 January 22 and 23 NB: A follow-up to review redesign initiatives will occur 6-8 weeks after the course delivery date. INSTRUCTOR(S): Richard James Marguerite Fields DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson PRE-COURSE WORK: Questionnaire to be completed for submission on Day 1 of workshop LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Quote: "The course provides an opportunity to look at services offered and identify where improvements may be made - regardless of the department." 36 DESIGNING SERVICES TO MEET CUSTOMER NEEDS (MDPII – PLANNING TO MEET PUBLIC SERVICE CUSTOMER REQUIREMENTS) AIM Do you want to provide optimal service to meet the needs of your customers? This course is for you. Even though we value our customers, we do not always service their needs in the best way possible. Learn to align your vision and mission to service delivery. Identify the requirements of stakeholders and plan to meet those needs within organisational constraints. In this course, you will use a range of tools to identify improvements for success. Make customer service your priority. LEARNING OUTCOMES At the end of this course, you will be able to: • explain the different ways organisations can be structured to deliver services • identify the organisation’s values and objectives and how they affect your planning • identify the organisation’s stakeholders and explain how their needs affect your role • apply the principles of promoting services to research, analyse and determine your customers’ expectations and needs • use a range of planning techniques to address the customer needs you have identified; demonstrate how your plans add value (for customers and the organisation) and guide others on how the objectives are to be achieved • monitor/adjust your plans, as necessary, to ensure that the required results are achieved WHO SHOULD ATTEND Middle managers and/or participants who have a considerable “span of control” (reportees) or would be responsible for the management of a considerable level of resources. This level would include participants who have mastered the fundamentals of Managers Development Programme Level I. PREREQUISITES We request that participants provide an example of a workplace customer service challenge that requires resolution. Additionally, please bring along a copy of your department’s mission statement. CONTENT • Organisational structures and customer service transactions • Roles and responsibilities in relation to mission, goals and organisational objectives • Data Collection Methods • Measuring Customer Satisfaction • Customer and stakeholder roles, responsibilities, services and products 3 days DEVELOPING EFFECTIVE POLICY (EDP/SMDP) AIM Developing effective policy with the use of evidence and analysis is critical in supporting better decision making in the policy process from policy formulation to implementation. At its core is the best available, reliable evidence from research and evaluation. This course considers what constitutes evidence for policy-making purposes and how research evidence can be used to improve policy-making. LEARNING OUTCOMES COURSES DURATION: DATES: 2014 April 14, 15 and 16 INSTRUCTOR: Phillip Davies DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson At the end of this course, you will be able to: • identify different types and sources of evidence that can be used in policymaking • Integrate research and evaluation evidence with other factors that influence and inform policy-making • Identify different sources of evidence available for making informed policy • Explain the role of evidence-based policy in results-based and performancemanaged government • Mentor colleagues in evidence-based policy-making and in how to use research evidence WHO SHOULD ATTEND Executive, Head of Department, Assistant/Deputy Director, Senior Manager, Senior Professional CONTENT • Principles of effective policy • Sources of sound evidence for policy • Policy-making notions of evidence • Establishing a theory of change • Using administrative, survey and census data • Establishing what are effective interventions • Effective implementation and delivery • Economic appraisal • Ethical considerations of policy choices • Getting evidence into policy • Taking effective policy-making forward TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • What constitutes high-quality evidence? 37 COURSES DURATION: .5 Day 9:00a.m. - 12:30p.m. DATES: 2014 April 7 June 26 September 15 2015 February 2 INSTRUCTOR: Annette M. Eve DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: DIGNITY AT WORK AWARENESS BRIEFINGS FOR EMPLOYEES AIM ‘Dignity at Work’ is the term used to denote ensuring the self-worth and maintaining the self-worth of colleagues, subordinates and superiors in the work place. Dignity at Work is affected by behaviours which undermine the self-respect and self-worth of the individual, thus bringing shame and humiliation upon the person whom the disrespectful behaviour, words or gestures are directed. The aim of the course is to inform employees about harassment and the policy that addresses these issues within the Government of Bermuda. The Civil Service Executive is committed to eliminating harassment, bullying, victimisation and discrimination in the workplace. In light of this, there Is zero tolerance for these behaviours, and in each and every case that is proven, corrective measures will be taken. Annette Glasford LEARNING OUTCOMES NB: Dignity at Work TrainThe-Trainer courses are available upon request Requires a minimum of 8 participants At the end of this course, you will be able to: • describe harassing behaviours as outlined in the Dignity at Work policy • apply techniques that help to set the boundaries and confront harassing situations • identify the characteristics of an environment that values and respects dignity • describe the Dignity at Work complaints procedure WHO SHOULD ATTEND Employees at all levels LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 38 • Harassment • Bullying • Victimisation • Discrimination • Complaints procedures "All of the information was useful because It helped me to determine what behaviors are acceptable in the workplace, and what are not acceptable." DISCIPLINARY AND GRIEVANCE PROCEDURES AIM The aim of this course is to provide managers with the knowledge, skills and tools to effectively manage disciplinary and grievance procedures within the operational framework of the Government of Bermuda. LEARNING OUTCOMES At the end of this course, you will be able to: • explain the legislative and operational framework for disciplinary and grievance procedures • prepare for/and manage a discipline matter 2 days DATES: 2014 June 9 and 10 October 21 and 22 2015 March 5 and 6 INSTRUCTOR(S): Joann Adams Department of Human Resources Representative DIRECTOR: Joann Adams • establish and maintain accurate discipline and/or grievance records ADMINISTRATIVE ASSISTANT: • apply positive discipline to manage employee performance Claudelle Richardson • prepare proper documentation in response to a grievance COURSES DURATION: WHO SHOULD ATTEND Employees at all levels who supervise staff; this includes the Senior Manager and Senior Professional who supervise staff CONTENT • Understanding the need for disciplinary procedures • Following the disciplinary procedures • Overview of the grievance procedure • Importance of documentation • Positive discipline "This course was very Informative, not only for the Disciplinary and Grievance procedures but also for the documentations and steps that need to take place before other actions are implemented." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Performance Improvement Plan 39 COURSES DURATION: 2 hours 12:00 p.m. - 2:00 p.m. DATES: 2014 October 30 November 6 November 20 2015 March 5 DRAFTING CABINET MEMORANDA AIM The Cabinet Office, in conjunction with the Department of Human Resources, is pleased to present a workshop on the drafting of Cabinet Memoranda. This workshop is designed for public servants who presently draft, or those individuals who will be required to draft Cabinet Memoranda as part of their job function. Alberta Dyer-Tucker Marissa Sharpe Participants will spend time discussing the relevance of Cabinet Memoranda in Government policy-making and addressing some of the key problems associated with the drafting of this important policy document. This is a ‘must attend’ workshop for anyone seeking to improve their drafting skills. DIRECTOR: LEARNING OUTCOMES INSTRUCTOR(S): Darnell Wynn ADMINISTRATIVE ASSISTANT: At the end of this course, you will be able to: • explain Cabinet Memorandum structure Shelley Richardson • support the policy making process by more effective writing of a Cabinet Memorandum PRE-COURSE WORK: • explain the policy-making impact on a proposed Cabinet Memorandum Participants must have read the Cabinet Memoranda Guidance document which is located on the Cabinet Office website under CPU guidance. WHO SHOULD ATTEND Employees who are required to draft Cabinet Memoranda CONTENT • Types of Cabinet Memorandum • The Consultative Process • Role of Central Policy Unit LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Impact of Policy 40 "This was quite informative and the in-depth detail of what really needs to be included In a cabinet memorandum will ensure that a clear and concise memorandum is submitted." EW AIM The aim of this workshop is on "How to Plan and Practice an Effective Intervention" which may (or may not) be appropriate for a "Formal" Referral to your EAP Services. LEARNING OUTCOMES At the end of this course, you will be able to: • Recognize behaviours of employees who may need EAP intervention • Discuss the benefits of attending EAP with employees • Fulfill the necessary paper work and other requirements to expedite the referral process 1. Coaching vs. Catching – When is someone else’s behavior ‘your’ problem? By the end of the workshop, participants will have a useful working knowledge regarding their role in behavioral adjustment for their peers and staff and what leadership response is best matched to the situation. 3 hours 9:00 a.m. to 12:00 p.m. COURSES N EAP: WHEN AND HOW TO INTERVENE FOR REFERRALS DURATION: DATES: 2014 April 9 July 9 November 12 INSTRUCTOR(S): Vaughn Mosher &/or Richard Bassett (Benedict Associates) DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Annette Glasford 2. How to utilize Benedict Professionals prior to an intervention; Participants will discern which circumstances invite pre-strategy discussion and planning vs. immediate referral. 3. The Triangle of Communication: Participants will leave with knowledge as to how they will communicate with the EAP Representative and the Referred Employee during and after the counseling period. WHO SHOULD ATTEND Employees who supervise staff; this includes the Senior Manager and Senior Professional who supervise staff This workshop will be a combination of didactic and participative components. We have found that participants learn and retain best in a fun and engaged manner when techniques can be applied in practice and direct application of the learning objectives. • Overview of the Employee Assistant Programme • Behaviours and other signs indicative of employee's need for assistance • The need for early intervention • The referral process TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 41 COURSES DURATION: 1 day DATES: 2014 May 9 July 1 September 8 2015 January 9 March 13 INSTRUCTOR: EMBRACING DIVERSITY AIM The Embracing Diversity course aims to promote recognition of and respect for diversity in the workplace. Learning how to communicate and work productively with individuals regardless of race, gender, ethnicity, age, sexual orientation and physical and mental challenges is a necessary workplace skill that enhances the work relationship. Being part of an inclusive work environment increases morale, employee engagement, and workplace productivity. Joann Adams LEARNING OUTCOME DIRECTOR: At the end of this course, you will be able to: Joann Adams ADMINISTRATIVE ASSISTANT: Annette Glasford • recognize how diverse individuals complement each other and the work environment • interact with diverse individuals from a perspective of inclusion • distinguish between diversity and discrimination • apply principles and practices of workplace diversity WHO SHOULD ATTEND Employees at all levels CONTENT • Defining diversity • Diversity factors • Diversity in Bermuda • Framework for Diversity in the Workplace • Principles of Diversity • Equal opportunity, work equity and social justice LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Diversity in the workplace and you 42 "The Information I learned will be valuable when I am working and In contact with different groups of people. Now, I will be able to understand people better and can accept that everyone is not the same." AIM The Executive Development Programme (EDP) is designed to equip and prepare Permanent Secretaries, Directors and Assistant/Deputy Directors to become more effective leaders in the public service. The aim of the programme is to provide a selection of key core skills that successfully direct executive management to improve their performance in today’s changing and challenging environment. It is a broad-based programme that will provide the tools that are essential for success in the public service. Participants will be able to explore and develop their roles so that they can successfully lead in the public service today and tomorrow. The EDP comprises course modules germane to the Bermuda Public Service. This is an intensive, high-value programme; therefore selection into this programme is by recommendation only. The use of the performance appraisal, forward job plans and professional development plans should be considered in the decision-making process. LEARNING OUTCOMES The programme will enable participants to: • establish a more pragmatic approach to the leadership functions within their department/ministry Writing Business Plans May 8 Financial Management and Budgeting June 11 and 12 From Policy to Law October 16 and 17 Working with Ministers November 20 and 21 Managing Media Communication July 10 and 11 Strategic Leadership October 8, 9 and 10 2015 Writing Business Plans February 27 DIRECTOR: Darnell Wynn • differentiate the role of leadership and management to ensure effective strategy development and implementation ADMINISTRATIVE ASSISTANT: • develop practical strategies for initiating relevant and sustainable change to improve standards of service integrity Shelley Richardson • describe the Government of Bermuda’s media communications process and apply the process when dealing with the media • develop an understanding of the legislative process from policy to law • apply principles of natural justice and rule of law to decision making • develop an understanding of parliamentary procedures and the Order of Business carried out in the House of Assembly and Senate • develop financial management skills essential when performing the role of Accounting Officer • apply techniques for improving policy making and organisational performance • explain the factor driving change in the public sector worldwide • define the structure and sequence in the business plan process • write a business plan for Ministry/Department WHO SHOULD ATTEND Executive, Head of Department and Assistant/Deputy Director Participants who complete all EDP Modules will be awarded the EDP Certification. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 EXECUTIVE DEVELOPMENT PROGRAMME (EDP) 2014 Developing Effective Policy April 14, 15 and 16 COURSES DATES: 43 COURSES CONTENT AND DURATION Programme Modules: LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Developing Effective Policy........................................................................................................................(3 days) Financial Management and Budgeting..........................................................................................(2 days) From Policy to Law................................................................................................................................................(2 days) Managing Media Communication........................................................................................................(2 days) Strategic Leadership.........................................................................................................................................(3 days) Working with Ministers.................................................................................................................................(2 days) Writing Business Plans...................................................................................................................................(2 days) 44 2 days FINANCIAL MANAGEMENT AND BUDGETING (EDP/SMDP) AIM The aim of this course is to provide Executive and Senior Managers with the financial management skills necessary for them to perform in their role as Accounting Officers. LEARNING OUTCOMES At the end of this course, you will be able to: • define the role of the Accounting Officer and the responsibilities associated with that role COURSES DURATION: DATES: 2014 June 11 and 12 INSTRUCTOR(S): A. Stewart Minors Dionne Morrison-Shakir Tina Tucker DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson • describe the government finance structure and financial impact scenarios • monitor and control budget expenditure through performance monitoring, performance measures and budget adjustments • apply the principles of risk assessment to mitigate against potential risks WHO SHOULD ATTEND Executive, Head of Department, Assistant/Deputy Director, Senior Manager, Senior Professional CONTENT • Financial information and accounting terminology • Role of the Accounting Officer, Manager and Comptroller • Financial Instructions governing government finance • Monitoring financial information and managing expenses utilizing E1 • Budgeting cycle planning and preparation • Budget monitoring and control, and associated tools • Operating and Capital budgets • Financial Impact Scenarios • Government annual reports - financial statements, year end accruals and year end Instructions • Risk assessment and entity and process level controls "Very valuable, particularly in monitoring budgets. I now see the budget book is a valuable tool for financial management." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Budget approval process 45 COURSES DURATION: 1 day DATES: 2014 May 13 September 16 2015 February 3 FINANCIAL MANAGEMENT LEVEL I (MDPI – FINANCIAL MANAGEMENT IN GOVERNMENT) AIM Wesley Trott This course aims to provide Managers and Supervisors with the basic financial aspect of managing resources, administering Government supplies and property, purchasing products or services on behalf of the Government and delivering products and services on behalf of the Government. DIRECTOR: LEARNING OUTCOMES INSTRUCTOR: Terlena Murphy ADMINISTRATIVE ASSISTANT: Claudelle Richardson At the end of this course, you will be able to: • obtain a basic understanding of the Budgeting process • specify financial responsibilities as contained in Financial Instructions • explain how your department/ministry fits in with the Government’s budgeting priorities • explain the impact of overspending on the Government’s purse • obtain a basic knowledge of budgeting for your department, section or ministry’s needs WHO SHOULD ATTEND Manager/supervisor and/or employees who manage budgets and/or prepare proposals CONTENT • Understanding Budgeting • The Purpose of Financial Instructions • The Role of First Line Managers and the Budget LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Keeping on Track with the Budget 46 • The Impact of Increasing a Government Budget *As this course is part of the Managers Development Programme Level (MDP1) set of courses, limited spaces are available. "The course was an excellent refresher of financial responsibilities. It sharpened my understanding and increased my knowledge of financial duties, responsibilities and internal controls." .5 day FINANCIAL MANAGEMENT LEVEL II (MDPII – CONTRIBUTING TO THE FINANCIAL EFFICIENCY IN PUBLIC SERVICES) AIM This course aims to discuss current public sector financial strategy, financial efficiency and basic budgetary principles. Learn how to operate within the regulatory framework for the public sector. You will cover the basics of finance, ethical decision-making, internal and external controls and contribution of middle managers to financial management within Government. LEARNING OUTCOMES At the end of this course, you will be able to: COURSES DURATION: DATES: 2014 November 25 2015 February 16 INSTRUCTOR: Accountant General's Department Representative DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson • critically investigate the budgetary process in your area of responsibility and identify ways that it could be improved • identify the elements governing internal and external controls • reflect on your approach to accountability and identify ways it could be improved WHO SHOULD ATTEND Middle Managers and/or employees who manage budgets and oversee the process of financial management within their team and/or section PREREQUISITE Completion of Budget Training course offered by the Ministry of Finance CONTENT • The basics of finance, which includes financial control, tools and techniques for preparing and monitoring budgets • The nature and use of costing concepts and techniques • Regulations, accountability and the implications for the public sector • Ethics and social responsibility • Public service and non-financial performance criteria • Financial Instructions, Internal and External Audit TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 NB: MDPII applicants who require additional knowledge of Financial Management in Government can enroll in the Financial Management Level I course (MDPI); however spaces are limited 47 COURSES DURATION: .5 day DATES: 2014 October 22 2015 February 25 FIRE MARSHAL TRAINING & FIRE EXTINGUISHER PRACTICES AIM INSTRUCTOR: The aim of this course is to promote and encourage the awareness of fire safety and fire prevention and to actively prepare individuals to put out a fire. Bermuda Fire & Security Services LEARNING OUTCOMES DIRECTOR: At the end of this course, you will be able to: Joann Adams • recognize various fire protection devices ADMINISTRATIVE ASSISTANT: • manage and/or assist with an evacuation Annette Glasford • conduct a fire drill LOCATION: Bermuda Fire Services Head Office: King Street, Hamilton **Please note: You will be putting out fires and exposed to smoke, so relaxed clothing should be worn. Be prepared to change into your normal working attire following the course. • distinguish between the different types and uses of fire extinguishers • operate a fire extinguisher to put out a fire WHO SHOULD ATTEND Employees at all levels, especially staff serving on their Department’s Health and Safety Committee. CONTENT • Basic emergency practices • Fire protection devices • Fire safety drills and evacuation methods • Identification and use of fire extinguishers LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Using the fire extinguisher 48 "Fire safety Is a MUST! It saves lives." 2 days FROM POLICY TO LAW (EDP) DATES: AIM 2014 October 16 and 17 This course is comprised of three interrelated components that seeks to provide participants with a comprehensive understanding of how policy is turned into legislation and how a bill passes through the parliament as part of parliamentary procedures. Finally, how to apply principles of natural justice and rule of law for all decision making, including decisions affecting employment of public servants. LEARNING OUTCOMES At the end of this course, you will be able to: INSTRUCTOR(S): Lorraine Welch Clark Somner Gregory Howard DIRECTOR: Darnell Wynn • explain the steps in the legislative process ADMINISTRATIVE ASSISTANT: • prepare drafting Instructions and ministerial briefs Shelley Richardson • explain the role of the parliamentary counsel (Drafter) and the role of the Department • explain the meaning of, and differentiate between, affirmative and negative resolutions • explain the similarities and differences in parliamentary procedures in the House of Assembly and the Senate COURSES DURATION: Quote: "The course is outstanding both in content and delivery. It should be mandatory for Permanent Secretaries, Directors and Ministers." • identify which items come under Order of Business versus Orders of the Day • prepare Ministerial Statements according to House Procedures • identify key stages in decision making • identify the relevant policies and proper procedures when making decisions • develop an understanding of the principles of natural justice and how to apply them to decision making WHO SHOULD ATTEND Executive, Head of Department • The 14 step legislative process • Roles and responsibilities of Parliamentary Counsel (Drafter) and departments • How to prepare drafting instructions and ministerial briefs • The affirmative and negative resolution procedure for Statutory Instruments • Parliamentary procedures in the House of Assembly and the Senate • Order of Business and Orders of Day • Statutory instruments preparation and gazetting • Budget Briefs, Standing Orders and Mays Parliamentary Practice • Ministerial statements preparation according to House procedures • Applying Principles of Natural Justice to decision making TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 49 .5 day 9:00a.m. - 12:30p.m. DATES: 2014 November 5 2015 February 17 INSTRUCTOR: Elaine Blair DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Claudelle Richardson EW N COURSES DURATION: GOVERNMENT PROCUREMENT BRIEFINGS AIM This Introductory course will review the government rules for procurement and provide a framework under which participants know what needs to be included in a tender, how to undertake tender evaluation and what elements constitute a tendering contract. An overview of the procurement cycle including tendering, contracting, and contract management will be explored. The role and responsibilities of the Procurement Office will also be discussed. LEARNING OUTCOMES At the end of this course, you will be able to: • Identify key stages in procurement exercise • Know what is included in a tender • Follow the steps to take in tendering exercises • Recognize the procedure to undertake tendering evaluation • Know who to contact to assist with tendering process • Articulate the role of the Procurement Office in the process • Note personal responsibilities in regard to procurement WHO SHOULD ATTEND Senior Manager, Senior Professional, Middle Manager and other employees involved in procurement and tendering for the Government of Bermuda CONTENT • Key principles of the rules for procurement and importance of rules LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Guidelines for advertising, evaluating and awarding contracts 50 • Framework of procurement cycle • Regulatory process that impact the procurement cycle • The tendering process • Role of the Office of Project Management and Procurement and how they can assist with procurement needs • Estimated timeline for a procurement exercise 1 day HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM (HRIMS) AIM A Human Resource Information Management System (HRIMS) is an information system that provides a single, centralized view of the data that a human resource management (HRM) or human capital management (HM) group requires for completing human resource processes. Such processes include: Recruiting, Applicant Tracking and Performance Appraisals. This course is designed to teach the Bermuda Government’s recruitment process using the HRIMS system to those who are responsible for any part of the recruitment process for their section/department. COURSES DURATION: DATES: 2014 May 12 September 22 2015 January 16 INSTRUCTOR: Annette M. Eve DIRECTOR: Annette M. Eve LEARNING OUTCOME ADMINISTRATIVE ASSISTANT: At the end of the programme you will be able to: Interim: Annette M. Eve • Log into the Lumesse TalentLink System • Organize your workspace • Configure the different applications (apps) • Create and access requisitions • Submit a job opening for approval • Start the approval chain • Post a Job • Apply for a job • Enter a paper application form • View candidate documents • Schedule assessment/skills tests and interviews • Complete the interview process Employees with responsibility for recruitment in their department. This includes but is not limited to Permanent Secretaries, Heads of Department, Managers, Administrators, etc. CONTENT The entire DHR recruitment and hiring process including security vetting, collecting references, rejecting candidates, withdrawing candidates and searching for applicants TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 WHO SHOULD ATTEND 51 COURSES DURATION: 2 day DATES: KEYBOARDING I 2014 May 8 and 9 May 20 and 21 June 11 and 12 AIM INSTRUCTOR: Terri Herbert-Trott DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson Fast and accurate typing is one of the most important foundational skills in today’s job industry. The proper "touch system" of keyboarding is most important since it determines speed and accuracy. The touch system focuses on training the brain to remember all the fingers to use to ensure correct keying without constantly looking at the keyboard. Designed for the true beginner, and the "hunt and peck" typist, the aim of this course is to provide participants with the ability to master the "touch" operation of the alphabetic keyboard characters, using correct keyboarding techniques. The benefits include the eventual increase in typing speed, and improving accuracy and productivity. LEARNING OUTCOMES At the end of this course, you will be able to: • keystroke using proper posture, position, reach, and techniques • demonstrate the ability to key alphabetic copy using proper technique and a touch system WHO SHOULD ATTEND Employees who use a keyboard regularly and who are interested in learning to touch type (without looking) CONTENT • Placing your fingers on the keyboard correctly • Use the raised bumps as a guide • Touch type from the Home Row keys to other alphabetic keys LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Using the Shift and Caps Lock keys 52 "I find knowing where the keys are on the keyboard very useful. I can now type without looking." 2 days KEYBOARDING II DATES: AIM 2014 May 13 and 14 June 19 and 20 The aim of this course is to provide participants with the ability to master the ‘touch’ operation of numbers and symbols on the keyboard, and to learn basic keyboarding shortcuts of Microsoft Office. INSTRUCTOR: Participants will be introduced to the Mavis Beacon software to further enhance accuracy and speed building. DIRECTOR: LEARNING OUTCOMES At the end of this course, you will be able to: • demonstrate the ability to key alphabetic, numeric and symbolic copy using proper technique and a touch system • apply keyboarding skills to actual document production COURSES DURATION: Terri Herbert-Trott Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson • demonstrate knowledge and use of proofreading symbols WHO SHOULD ATTEND Employees who ‘touch type’ at a minimum speed of 25 wpm CONTENT • Touch type from the Home Row keys to number and symbol keys • Document formatting • Introduction to keyboard shortcuts • Introduction to Proofreading Symbols • Speed building exercises using Mavis Beacon software Employees must be able to ‘touch type’ (type without looking) at a minimum speed of 25 wpm "Everything is computer based, so this is an essential skill to have." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 PRE-REQUISITE 53 COURSES DURATION: 2 days DATES: 2014 April 28 and 29 July 29 and 30 October 16 and 17 2015 March 3 and 4 LEADERSHIP: FROM TRANSACTIONAL TO TRANSFORMATIONAL AIM Marguerite Fields Richard James Are you aware of how leadership styles impact the work environment? Learn to develop your leadership style. In this course, you will learn how to manage communication to build high performing teams and handle conflict. Maximise your potential and make a positive impact on individuals and teams. DIRECTOR: LEARNING OUTCOMES INSTRUCTOR(S): Marguerite Fields At the end of this course, you will be able to: ADMINISTRATIVE ASSISTANT: • use a range of tools and resources to analyse your own leadership skills and performance Claudelle Richardson • devise a development plan, and evaluate its effectiveness PRE-COURSE WORK • analyse your communication strategies with staff and evaluate their effectiveness in developing employee commitment and trust Recommended reading: "Turn the Ship Around," by David Marquet Quote: "This course provided some helpful strategies for developing and leading teams effectively. All leaders, managers and aspiring leaders should take this course." • describe the situations and behaviours which can cause conflict and explain how conflict can be recognised • devise a set of strategies to prevent/minimise conflict in your area of work • keep appropriate records and maintain confidentiality WHO SHOULD ATTEND Middle Managers who have mastered the fundamentals of Management Development Programme I (MDPI) CONTENT LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Leadership styles 54 • Self-development • Skills required for effective leadership • The relationship between transactional and transformational change • The relationship between the organisational vision and objectives • Organisational communication • Effective working relations • Conflict, the situations, behaviour and interactions between people which cause conflict • Documentation and confidentiality LEADING CHANGE (FORMERLY CHANGE MANAGEMENT II) AIM Leading change in demanding and unpredictable work environments is a challenging undertaking. Leaders and managers must promote the vision, define the outcomes and generate commitment, while continuously managing performance. Leading sustainable change is hard. Resistance to change is normal. Effective ‘change agents’ understand what it takes to work with resistance, how to engage others in transformative learning and what it takes to challenge outdated and unproductive practices. Change agents lead change by responding appropriately to external environmental pressures for change, by supporting the mergence of adaptive frameworks and by modelling the desired new behaviours and habits. The aim of this course is to assist middle managers in recognising and responding appropriately to the complexity of change management. Leading Change (formerly Change Management II) is a two-and-a-half-day course that draws extensively on ‘learning organisation’ principles and practices and is designed for leaders and managers who need to become effective change agents. Instructional methods will include simulations, facilitated dialogue, discussion and a selection of experiential activities. 2.5 Days COURSES DURATION: DATES: 2014 September 10, 11 and 12 2015 January 12, 13 and 14 INSTRUCTOR: Richard James DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Claudelle Richardson LEARNING OUTCOMES At the end of this course, you will be able to: • analyse and evaluate the current strategic position of your organisation or strategic service unit and the challenges facing it • consider the implications and impact of different ways of tackling these challenges and recommending the most strategic appropriate routes to meet strategic needs • plan and control the implementation of the changes required to achieve the recommended strategy WHO SHOULD ATTEND CONTENT • Change management – principles and practices • Stakeholder analysis and impact assessment • Reframing change management • Working with resistance • Understanding and responding to complexity • Transformative learning • Building learning organisations • Designing and facilitating change • Becoming a change agent • Personal mastery • Action plans TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Managers, Supervisors, Team Leaders, Project Leaders, Team Members 55 COURSES DURATION: .5 day 9:00a.m. - 1:00p.m. DATES: 2014 June 4 2015 February 3 INSTRUCTOR: Lorraine Welch DIRECTOR: Darnell Wynn THE LEGISLATIVE PROCESS (SMDP) AIM The aim of this course is to provide senior managers and senior professionals who are responsible for assisting with the drafting of legislation with the knowledge of the legislative process and their role in the process when preparing legislation. LEARNING OUTCOMES At the end of this course, you will be able to: ADMINISTRATIVE ASSISTANT: • identify the steps in the legislative process in Bermuda from policy to law Shelley Richardson • explain the difference between affirmative and negative resolution procedure for statutory instruments • prepare instructions to parliamentary counsel • locate Bermuda legislation online WHO SHOULD ATTEND Senior Manager, Senior Professional CONTENT • Summary of the legislative process • The legislative process in Bermuda • Guidelines for ministries on the preparation of instructions to parliamentary counsel • Statutory Instruments Act 1977 • Power to make subordinate legislation LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Bermuda Laws database 56 "The Legislative Process is a key part of my job and I now have the knowledge to carry out that function." AIM The aim of the programme is to provide an introduction to management skills and techniques. The role of the First Line Manager is vital to operational success. First line management is primarily an operational role that is usually confined to ensuring that operational tasks are carried out efficiently, consistently and effectively. First Line Managers are in immediate contact with those who actually deliver Government services. They are first in line when a problem occurs and first in line when change needs to be implemented. Successful first line managers know how to plan, organise, direct and apply mechanisms for effective control; these are the time-honoured principles upon which sound management practices are built. This work-based learning programme will provide an introduction to the foundational principles and ‘best practice’ of management. LEARNING OUTCOMES At the end of this programme, you will be able to: • interpret and respond appropriately to business goals and objectives of your work environment DATES: 2014 April 14, May 6, 13, 14, 20, 21, 28, 29, June 4 and Presentations June 27 July 25, September 9, 16, 17, 23, 24, 30 October 1, 7 and Presentations October 31 2015 January 9, 27, February 3, 4, 10, 11, 17, 18, 25 and Presentations March 20 INSTRUCTOR(S): Terlena Murphy Induction to MDPI • promote, set, monitor and measure employee performance Communication Skills for Managing Information • assess and define the nature and scope of management problems and respond appropriately Presentation Skills: Team Presentation Techniques • apply financial planning and management practices and procedures as per the Government of Bermuda requirements Team Presentations • use appropriate communication skills to support effective problem solving and decision making Richard James WHO SHOULD ATTEND Managers and supervisors at all levels who supervise staff As this is a work-based learning programme, participants will be required to participate in a cohort and do the supporting practical tasks. The programme is particularly suitable for supervisors and managers who are either: • currently providing supervisory support for staff: Introduction to Management, Leadership, and Team Building Motivating Yourself and Your Staff Managing and Measuring Performance Problem Solving and Decision-Making • plan and organize employee work assignments Wesley Trott • responsible for performance management across his or her assigned team (e.g., team briefings, scheduling, work allocation, monitoring team – individual output), or Financial Management Level I • being considered for promotion to a supervisory post within the next six (6) months (as outlined in a formal development plan), or Joann Adams • managing specific projects and/or non-staff resources (e.g., budget), or Disciplinary and Grievance Procedures • assigned supervisory responsibilities to perform while enrolled in the MDPI in order to support the learning undertaken during the sessions DIRECTOR: Terlena Murphy NB: It is critically important for line managers to actively support the participants of the MDPI by meeting with the participants regularly during the programme, outlining an action plan for continued development to occur after the programme, and attendance at the final presentation. ADMINISTRATIVE ASSISTANT: Claudelle Richardson TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MANAGERS DEVELOPMENT PROGRAMME LEVEL I (MDPI) A 45-minute Induction, 8 separate one-day workshops and a half-day follow-up presentation COURSES DURATION: 57 COURSES PRE-COURSE WORK: Participants are required to read the following books prior to the first session: "Leadership and SelfDeception" by Arbinger Institute "The Five Dysfunctions of a Team" by Patrick Lencioni POST-COURSE WORK: Participants, with the support of their Line Managers/Supervisors, will draft an action plan for continued development that will last for six months after the course. The participant should be developed during this time to ensure transference of learning. CONTENT • Induction to MDPI • Introduction to Management, Leadership, and Team Building • Financial Management Level I • Motivating Yourself and Your Staff • Communication Skills for Managing Information • Managing and Measuring Performance • Problem Solving and Decision Making • Presentation Skills: Team Presentation Techniques • Disciplinary and Grievance Procedures • Presentations & Luncheon COURSE REQUIREMENTS Programme module attendance is mandatory, as participants will be formed into cohorts. The MDPI Vetting Form must be completed and accompany the Course Application Form for processing. See MDPI Vetting Form on pages 97-98. NOTE: LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 A pre-course induction will be held for all persons accepted into the Managers Development Programme Level 1 – Attendance is mandatory. 58 "This course helped to enhance my knowledge and skills to be an effective leader/manager." AIM The aim of this programme is to extend the knowledge and capability of managers who have a responsibility for monitoring and ensuring that department and/or business unit policies are aligned with strategies. These managers would have a considerable "span of control" and be involved in designing and tracking activities, processes and tasks that ensure effective interpretation of strategy. Throughout the programme, managers will be able to apply complex skills, develop new behaviours and changing perspectives in readiness for personal growth and development as well as promotional opportunities. LEARNING OUTCOMES At the end of this programme, you will be able to: • differentiate amongst the various learning styles to maximize the potential of employees • critically self-analyse your own performance against best practices and department standards • handle conflict effectively • manage communication by building and maintaining effective working relationships with others • utilise project management tools and techniques in accordance with stand project principles • maintain a customer focus, identify the requirements of stakeholders and plan service delivery to meet those needs within organisational constraints • examine current public sector financial strategy and basic budgetary principles to create best value and financial efficiency • create effective performance management plans to achieve agreed goals • analyse and evaluate the current strategic position of your service unit, and the challenges facing it • consider the implications and impact of different ways of managing workplace challenges and recommend the most strategic and appropriate routes to meet business needs • identify appropriate performance criteria: to collect, evaluate and analyse effectiveness of individual and team performance; communicate the results of performance evaluation; suggest and justify relevant performance improvement activities WHO SHOULD ATTEND Mid-level Managers who have mastered the fundamentals of Managers Development Programme Level 1 (MDPI) These fundamentals include: influencing policy, compliance, monitoring, and budgeting Managers seeking exemption from MDPI will require: 1. written confirmation by the Line Manager and Countersigning Officer that confirms demonstrated mastery of MDPI content 2. a performance appraisal rating that meets or exceeds current job requirements 3. satisfactory completion of a prior learning assessment (PLA) module of MDPI content 13.5 Training Days DATES: 2014 Managers Development Orientation / Induction September 10 Leading Change (formerly Change Management II) September 10, 11 and 12 Coaching Skills Level II June 17 and 18 November 18 and 19 Designing Services to Meet Customer Needs June 24 and 25 Financial Management Level II November 25 Leadership: From Transactional to Transformational April 28 and 29 July 29 and 30 October 16 and 17 Managing Performance April 29 and 30 October 23 and 24 Government Procurement Briefings November 5 Project Management May 15 and 16 July 22 and 23 October 13 and 14 2015 Leading Change (formerly Change Management II) January 12, 13 and 14 Coaching Skills Level II February 23 and 24 Designing Services to Meet Customer Needs January 22 and 23 Financial Management Level II February 16 Leadership: From Transactional to Transformational March 3 and 4 Government Procurement Briefings February 17 Managing Performance March 11 and 12 TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MANAGERS DEVELOPMENT PROGRAMME LEVEL II (MDPII) COURSES DURATION: 59 COURSES Project Management March 24 and 25 Overview of MDPII Collaborative Project April/May .5 day PREREQUISITES Overview of MDPII Format and Processes April/May .5 day MDPI Content Master includes: 2015 Managers Development Project Team Interactive Session (Team 1) May .5 day Managers Development Project Team Interactive Session (Team 2) May .5 day Managers Development Collaborative Project Final Presentation (all participants) June or July .5 day DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson Managers must have demonstrated MDPI fundamentals for at least two consecutive years. Managers who have not participated in a management programme within the preceding three years may need to complete a prior learning assessment. • Budgeting • Demonstrating the fundamentals of leadership • Management of Self and Staff • Presentation and Communication skills • Team Building • Problem Solving and Decision Making • Managing and Measuring Performance fundamentals NB: Final confirmation into MDPII will be dependent upon the submission of a Professional Development Plan drafted and signed off by the Line Manager/Supervisor, MDPII participant and the Head of Department. The Professional Development Plan is to be operational for the duration of MDPII and referenced in the participant's Forward Job Plan and Performance Appraisal. Eligibility for participation in the collaborative project will be dependent on the completion of the seven (7) modules of the programme. CONTENT PROGRAMME MODULES: Induction to MDPII..............................................................................................................................................(.5 day) Leadership: From Transactional to Transformational................................................... (2 days) (Public service Leadership: From Transactional to Transformational) Course description on page 54 Project Management........................................................................................................................................(2 days) (Planning the delivery of public service projects) Course description on page 72 Leading Change (formerly Change Management II).......................................................(2.5 days) (Managing change in the delivery of public service) Course description on page 55 LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Managing Performance.................................................................................................................................(2 days) 60 (Leading and achieving service performance) Course description on page 63 Designing Services to Meet Customer Needs .........................................................................(2 days) (Planning to meet public service customer requirements) Course description on page 36 Coaching Skills Level II.................................................................................................................................(1.5 days) (Managing performance in the delivery of public service) Course description on page 31 Financial Management Level II................................................................................................................(.5 day) (Contributing to the financial efficiency in public services) Course description on page 47 Government Procurement Briefings...................................................................................................(.5 day) Course description on page 50 (The collaborative public service project) Managers' Development Programme Level II Orientation.............................................. (.5 day) Managers’ Reflective Session ................................................................................................................(.25 day) Managers' Development Programme Level II – Project Team’s Interactive Session (1st group)................................................................................................(.5 day) Managers' Development Programme Level II – Project Team’s Interactive Session (2nd group).............................................................................................(.5 day) Managers' Development Programme Level II – Collaborative Project Presentation (all participants)..................................................................................(.5 day) POST-COURSE WORK: The focus will be on continuously improving your management/ leadership practice and working through your Professional Development Plan. You may wish to manage a specific assignment to stretch your abilities either strategically or operationally. NOTE: The purpose of participating in the programme is to be discussed with your Line Manager. Recommended course readings will be provided at the commencement of the programme. Where courses are offered several times during the fiscal year, participants may select their preferred dates for course attendance. The Collaborative Project involves reviewing a casestudy with members of your team, responding to a case-study question and utilizing the content of courses delivered within the programme. The MDPII will conclude with Team Presentations. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Management Development Programme Level II – Project Some of the course handouts will be provided as essential pre-course reading. We recommend that you seek out an experienced and trusted colleague or subject matter expert, in agreement with your line manager, to discuss the possibility of him/her becoming your mentor following the programme. A programme induction/ orientation will be held for all persons accepted into the Managers Development Programme Level II, as well as their Line Managers. During this time a draft Professional Development Plan is required for submission at the Induction/Orientation seminar. COURSES PRE-COURSE WORK: 61 COURSES DURATION: 2 days DATES: 2014 July 10 and 11 INSTRUCTOR(S): Anthony Diggins John Bates DIRECTOR: Darnell Wynn MANAGING MEDIA COMMUNICATION (EDP) AIM Managing Media Communication efficiently is an essential skill senior officers must have when dealing with the 21st century media environment. This two day, interactive course provides Permanent Secretaries, Directors and Assistant/Deputy Directors with the skills and techniques for managing the media effectively. ADMINISTRATIVE ASSISTANT: LEARNING OUTCOMES Shelley Richardson At the end of this course, you will be able to: Quote: "Learning in action! Well-structured course with an emphasis on practical situations." • describe the Government of Bermuda Media Communication process • explain the role of Permanent Secretaries and Heads of Departments in the Media Communications process • describe the role of the Department of Communications and Information overall, and the role of the Public Relations Officer linked to Ministry/ Department • provide Information to your linked Public Relations Officer for media presentation • apply the communication process when dealing with the media • demonstrate the techniques for handling the media during interviews and crisis situations WHO SHOULD ATTEND Executive, Head of Department, Assistant/Deputy Director who interact with the media CONTENT LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Government of Bermuda Communication Process 62 • The Communication Strategizing Process • Working with Public Affairs • Media planning and how to handle news using the right media • Dealing with Interviews - formulating key messages, effective body language, interview techniques • Managing the media during a crisis • Participants will be videotaped during the interview role play and receive feedback from the Instructor. 2 days MANAGING PERFORMANCE AIM This course aims, in a very practical way, to help managers and supervisors ‘nip in the bud’ unacceptable performance and deal confidently and competently with performance issues. This is one of the most important roles of any manager or supervisor. We often read that people are an organisation’s most important resource, and therefore we need to ensure that we get the best performance possible from every member of our team. Sometimes performance is not displayed at the level we expect it to be and, if ignored, this can lead to more serious consequences in the longer-term. LEARNING OUTCOMES At the end of this course, you will be able to: • develop your staff and improve their performance DATES: 2014 April 29 and 30 October 23 and 24 2015 March 11 and 12 INSTRUCTOR: Cordell Riley DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Claudelle Richardson • specify the links between performance assessment and organisational vision, mission and objectives Quote: "This course provides relevant solutions to managing performance here in the public service, which, if practiced Government-wide would raise standards." • set performance criteria for your area of responsibility, teams, individuals and activities, using a range of performance assessment models • review existing processes and remedy any weaknesses • contribute directly to improving efficiency and performance in your department COURSES DURATION: • identify appropriate performance criteria to collect, evaluate and analyse effectiveness of individual and team performance; communicate the results of performance evaluation; suggest and justify relevant performance improvement activities • monitor actions and activities designed to improve performance • manage the performance of team members Employees at all levels who manage/supervise staff; this includes the Senior Manager and Senior Professional who supervise staff CONTENT • Development and practise of the skills needed to deal effectively with a range of performance issues • Tools and processes to support managers in the management of staff performance • Setting and measuring performance standards and targets • Informal and formal performance issues and supporting public service procedures TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 WHO SHOULD ATTEND 63 COURSES DURATION: 1.5 Days DATES: 2014 October 6 and 7 INSTRUCTOR(S): Eric Collins Joseph Voyticky DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson PRE-COURSE WORK: Review of the book "Getting to Yes" by Fisher, Patton and Ury Optional reading material "Getting Past No: Negotiating with Difficult People". A pre-course questionnaire will be sent via email to all participants. You are asked to complete the questionnaire and return it to the Course Director at least one week prior to the course start date. NEGOTIATION SKILLS – INTRODUCTION AIM This introductory workshop will provide you with practical opportunities to use interest-based negotiation techniques. The workshop is designed around the techniques covered in the book entitled, Getting to Yes by Roger Fisher, William Ury and Bruce Patton. You will learn the theory of interest-based negotiations, which centres around seven elements of effective negotiation developed by the Harvard Program on Negotiation. The Seven Elements include: relationship, communication, interests, options, legitimacy, alternatives and commitment. The workshop provides some case studies, role-playing exercises, and offers participants the opportunity to bring their personal and business negotiations to the class for review within an interest-based laboratory. Videotaping may also occur to provide individual feedback. This workshop is designed for beginners who wish to understand the negotiation process and to improve the quality of their interactions when confronted with everything, including opposing viewpoints. LEARNING OUTCOMES At the end of this workshop, you will be able to: • examine and explain the seven elements of interest-based negotiations • prepare and practise the negotiation process • diagnose the process and substantive issues to improve the quality of negotiations WHO SHOULD ATTEND Advanced Administrative and Technical, Administrative Assistants at the supervisory level LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 64 • Bargaining over interests versus positions • How to separate the people from the problem • Using objective criteria in the negotiation process • Diagnosing the issues at the negotiating table • Preparing to negotiate • Changing the game – negotiating on merit 3 Days NEGOTIATION SKILLS – ADVANCED DATES: 2014 October 8, 9 and 10 AIM INSTRUCTOR(S): ‘Principled’ or ‘interest-based’ negotiation is a strategic framework developed in 1982 by Professor Roger Fisher and his colleagues in the Harvard Negotiation Program, Harvard Law School. DIRECTOR: The aim of this workshop is to enable participants to synthesise their learning by applying the concepts and practical skills to their own upcoming negotiations. Unlike traditional ‘positional’ negotiations, the interest-based methodology refocuses parties on how they deal with each other in order to optimise what they are negotiating about. The workshop is highly interactive and employs brief presentations, generic and specific cases, ‘lab’ exercises and videotaping for individual feedback. Participants are required to bring a laptop to the workshop. LEARNING OUTCOMES At the end of this workshop, you will be able to: • identify and utilise the elements of interest-based negotiations WHO SHOULD ATTEND Executive and Head of Department, Senior Manager and Senior Professional, Middle Manager and Advanced Technical and Professional PREREQUISITES Conducts negotiations in current post COURSES DURATION: Eric Collins Joseph Voyticky Marguerite Fields ADMINISTRATIVE ASSISTANT: Claudelle Richardson PRE-COURSE WORK: Review of the book "Getting to Yes" by Fisher, Patton and Ury Optional reading material "Getting Past No: Negotiating with Difficult People". A pre-course questionnaire will be sent via email to all participants. You are asked to complete the questionnaire and return it to the Course Director at least one week prior to the course start date. CONTENT • When should I negotiate? • Planning your strategy • Organising your team • Coping with difficulties • Achieving success TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • What is negotiation? 65 COURSES DURATION: 2 days DATES: 2014 June 2 and 3 July 7 and 8 October 2 and 3 January 7 and 8 2015 February 5 and 6 INSTRUCTOR(S): Annette M. Eve Representatives of the following departments/ organizations: Department of Human Resources BPSU Benedict Associates (EAP) Social Insurance Accountant GeneralPension GEHI Works and Engineering Recycling division ITO The aim of this course is to provide new employees with essential information necessary upon joining the public service. Orientation or induction is the process of getting to know all the background information you need when you join a new organisation or begin a new role within the same organisation. This is not just about being able to put things you may already have learned within your Department or Ministry into a wider government context, but also getting to know about the terms and conditions of employment, and ‘settling’ into the public service. This programme aims in a very practical way to help you do just that. LEARNING OUTCOMES At the end of this course, you will be able to: • give an overview of the background and history of the Government of Bermuda • name the Cabinet Ministers • name the Government Ministries • explain the duties and responsibilities of employees in relation to the Ministers • understand the duties of the Public Service Commission • explain the Superannuation and Social Insurance Schemes • explain the benefits of our EAP provider and the Union Annette M. Eve • describe the Terms and Conditions of Employment Shelley Richardson LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 AIM DIRECTOR: ADMINISTRATIVE ASSISTANT: 66 ORIENTATION Quote: "I found the course extremely informative in regards to Government and the duties and responsibilities of Public Servants." • describe the GEHI benefits • understand the performance appraisal process • understand the Dignity at Work complaints procedure WHO SHOULD ATTEND New hires to the public service, ideally within two months of beginning work CONTENT • Background and history of the Government of Bermuda • Management and organisational structure of the Government of Bermuda • Terms and conditions of employment • The Bermuda Public Services Union • Pensions • Information Technology Office • Government Employee Health Insurance (GEHI) Scheme including dental • The performance management and appraisal system • Dignity at Work Policy and complaints procedure PERFORMANCE APPRAISAL INTRODUCTION AIM .5 day 9am – 12:30pm DATES: 2014 April 15 April 30 November 13 The aim of this course is to provide an overview of the Performance Appraisal system; a clear understanding of the mid-year processes, and the skills to manage these meetings effectively. 2015 March 12 Performance Appraisal is the process of supporting and recognising improved workplace performance. There is plenty of evidence that the most effective appraisals involve managers and staff working collaboratively to set and review agreed and quantifiable targets, although there is also a need to look at underlying competencies and qualitative aspects. A joint problem-solving approach leads to more fruitful discussions about individual development needs, improved business results, and has in many organisations assisted towards improved communication and understanding between managers and their immediate staff. INSTRUCTOR: New employees will learn about their role in the performance appraisal process during the two-day Orientation course. LEARNING OUTCOMES At the end of this course, you will be able to: • describe the benefits of performance appraisals in the workplace • explain the roles and responsibilities of managers and jobholders COURSES DURATION: Marguerite Fields DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Annette Glasford Quote: "The entire course was useful and helpful, as I have a better understanding of performance appraisals and forward job plans." • access and use the performance appraisal forms and Guidance Notes • identify SMART objectives • distinguish between activities, outputs and outcomes WHO SHOULD ATTEND All employees who do not have responsibility for the supervision of staff • Benefits of performance appraisal • Roles and responsibilities of managers and jobholders • Sequence of events in the appraisal process • Review of the appraisal forms • Distinguish between aims and objectives • Objective setting • Competencies "The entire course was useful and helpful, as I have a better understanding of performance appraisals and forward job plans." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 67 COURSES DURATION: 2 days DATES: 2014 September 25 and 26 2015 January 28 and 29 March 17 and 18 INSTRUCTOR: Marguerite Fields DIRECTOR: Marguerite Fields ADMINISTRATIVE ASSISTANT: Annette Glasford NB: All managers and supervisors are required to attend this course before conducting performance reviews with staff. Quote: "I can now see performance appraisals from new angles, which I didn't really appreciate before." PERFORMANCE APPRAISAL AND REVIEW SKILLS FOR MANAGERS AIM The aim of this course is to provide an overview of the performance appraisal system; a clear understanding of the mid-year processes, and the skills to manage these meetings effectively. Performance appraisal is the process of supporting and recognising improved workplace performance. There is plenty of evidence that the most effective appraisals involve managers and staff working collaboratively to set and review agreed and quantifiable targets, although there is also a need to look at underlying competencies and qualitative aspects. A joint problem-solving approach leads to more fruitful discussions about individual development needs, individual performance, business results, and has in many organisations assisted towards improved communication and understanding between managers and their immediate staff. This course provides all you will need to know about your responsibilities as a manager and how to get the best from your direct reports. LEARNING OUTCOMES At the end of this course, you will be able to: • describe the benefits of performance appraisal • explain the performance appraisal process and procedures • articulate the responsibilities of managers and jobholders • identify SMART objectives • conduct a performance appraisal interview • distinguish between activities, and outcomes LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 WHO SHOULD ATTEND 68 Employees at all levels who manage/supervise staff; this includes the Senior Manager and Senior Professional who supervise staff CONTENT • Overview of performance management and appraisal • Overview of the forms and processes • Setting SMART objectives • What happens during the year and the line managers’ role • The performance review discussion • Assessment, ratings and levelling • Handling difficult situations 5 days PERFORMANCE IMPROVEMENT PROGRAMME DATES: (FORMERLY PERSONAL DEVELOPMENT PROGRAMME) 2015 January 21, 28, February 4, 11 and March 4 AIM INSTRUCTOR: This five module performance improvement programme is designed to help you build skills needed for strategic focus and competitive success in today's work environment. The aim is to provide you with effective communication, interpersonal and collaboration skills that will enhance your professional and personal growth and development. The programme includes activities that are applicable to practical situations faced in the workplace. COURSES DURATION: Terri Herbert-Trott DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Shelley Richardson LEARNING OUTCOMES At the end of this programme, you will be able to: • describe how collaboration improves organisational performance • define and give constructive feedback • state barriers to effective listening and apply methods to overcome these barriers • explain win-win outcomes • identify a variety of factors that motivate people • identify ways to manage your own reactions to the behaviour of others WHO SHOULD ATTEND Advanced Administrative and Technical, Administrative and Clerical, Industrial * Persons who have completed Management Development Programme Level 1 (MDP1) should not enroll in this course. • Basic principles for a collaborative workplace • Giving and receiving constructive feedback • Proactive listening • Influencing for win-win outcomes • Handling emotions under pressure TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 69 COURSES DURATION: 2 days DATES: 2014 July 22 and 23 2015 January 13 and 14 INSTRUCTOR: Annette M. Eve DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson NB: It is highly recommended that workshop participants have basic PowerPoint skills (PowerPoint training sessions are available through the ITO Department). PRESENTATION SKILLS AIM Expressing yourself in meetings, presentations or one-to-one requires very similar skills – confidence and organisation. These are just two attributes which can make you feel more comfortable in your role as presenter. The sharing of knowledge, thoughts and ideas is essential to an organisation’s ability to ensure continuous learning. Employees must be motivated to say what they think and skilled in expressing themselves effectively. You will learn and review techniques for planning, organising and delivering resultsoriented messages – techniques that can be used in situations ranging from informal discussions to formal presentations. LEARNING OUTCOMES At the end of this workshop, you will be able to: • describe the three critical elements of speaking • explain the importance of considering the listeners’ needs when planning to speak • understand the need for formulating a clear, concise, statement of objective • demonstrate a variety of delivery techniques • use the key actions to structure and deliver a formal or informal presentation WHO SHOULD ATTEND Employees involved in making presentations CONTENT • Preparation and objectives • Presentation techniques LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Using visual aids 70 • Effective speaking • Asking and answering questions • Summaries and closure 1 Day PROFESSIONAL AND BUSINESS ETIQUETTE AIM The aim of this course is to provide participants with the skills and knowledge required to apply the appropriate business behaviour to the situation and client. These are important keys to operating successfully in today’s global market. It is especially important to those employees who function within a multicultural business environment, where good manners and professional etiquette are pivotal to individual and organisational effectiveness. LEARNING OUTCOMES At the end of this course, you will be able to: • appropriately address dignitaries COURSES DURATION: DATES: 2014 April 22 May 15 June 5 July 16 September 30 2015 March 24 INSTRUCTOR: Joann Adams DIRECTOR: Joann Adams • make proper introductions ADMINISTRATIVE ASSISTANT: • use the appropriate technique for a handshake Annette Glasford • identify and select suitable business casual attire • project a professional image • communicate effectively • use the telephone with confidence and competence • meet the needs of your customers WHO SHOULD ATTEND Employees at all levels CONTENT • Professionalism - What is it? • Benefits of Professionalism • Etiquette - What is it? • Etiquette in the Workplace • Professional Allure • Protocol guidelines for introductions and greetings • Communicating Professionally "The workshop captured the benefit of how to exercise proper etiquette for the global business world." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Professional Competencies 71 COURSES DURATION: 2 Days DATES: PROJECT MANAGEMENT 2014 May 15 and 16 July 22 and 23 October 13 and 14 AIM 2015 March 24 and 25 INSTRUCTOR: Richard James DIRECTOR: Darnell Wynn LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Many organisations face out-of-control costs brought on by projects that are full of changes – past deadline, over budget and require more resources than originally projected. By applying Franklin Covey’s project management process, participants will feel better prepared to effectively start, manage and complete their projects, regardless of size, scope, budget or previous project management experience. The two-day course encourages attendees to bring real projects for a truly hands-on experience. Whole teams can attend together, creating opportunities to unite and to learn solutions for specific challenges. ADMINISTRATIVE ASSISTANT: LEARNING OUTCOMES Claudelle Richardson At the end of this course, you will be able to: NB: Participants must bring their laptop computers to the course. Department of Human Resources will send the list of participants to ITO, who will install Microsoft Project Management software on each participant’s laptop prior to the start of the course. The software will remain on the participant’s laptop for two months, after which, it will be removed, unless the participant’s Department confirms with ITO that it will pay the $600 licensing fee for the software to remain on the laptop. 72 The aim of this course is to provide effective strategies and practical tools and techniques for the management and development of projects. Quote: "I found the project time tabling and mapping to be very useful. It showed me how I could graphically chart my project timelines, and I now understand the importance of scheduling." • implement the four-step project management process • use the interview tips for key stakeholders • create clear vision statements that reflect key stakeholder buy-in • break a project into manageable pieces to create a plan and a timeline • ensure that appropriate ‘go’ or ‘no-go’ decisions are made during that process • coordinate a project’s workload into weekly and daily schedules • close projects by evaluating success and identifying future improvements • dive deep into balancing constraints (time, schedule and resources) • identify ways to control and track communication WHO SHOULD ATTEND Employees who are required to manage or contribute to projects as a part of their work PREREQUISITES Applicants for this course should either be about to begin, or have already begun work on a project that they can use as a ‘live’ example for use in exercises during the course. CONTENT • Visualise the project scope • Plan for a successful outcome • Implement a valid project plan • Close the project and evaluate for improvement AIM The Senior Managers Development Programme (SMDP) is designed to equip and prepare senior managers and senior professionals in the coordination and execution of their functional area of operations to improve public service performance. The aim of the programme is to provide a selection of key core skills that successfully direct senior managers and senior professionals to improve their performance in today’s changing and challenging environment. It will provide the tools that are essential for success in the public service. The SMDP comprises course modules that are intensive, high-value; therefore selection into this programme is by recommendation only. The use of the performance appraisal, forward job plans and professional development plans should be considered in the decision-making process. LEARNING OUTCOMES The programme will enable participants to: • develop effective policy with the use of evidence and analysis • monitor and control budget expenditure through performance monitoring, performance measures and budget adjustments • apply the principles of risk-assessment to mitigate against potential risk • identify the steps in the legislative process in Bermuda from policy to law • prepare instructions to parliamentary counsel • develop practical strategies for initiating relevant and sustainable change to improve standards of service with integrity • analyze the current and desired state of the organization • incorporate tools to take initiative, resolve conflicts and unleash the talents and passions of their teams • implement the project management process WHO SHOULD ATTEND Senior Manager, Senior Professional CONTENT AND DURATION Programme Modules: Developing Effective Policy ........................................................................................................................(3 days) Financial Management and Budgeting ............................................................................................. (2 days) The Legislative Process ...................................................................................................................................(.5 day) Project Management..........................................................................................................................................(2 days) Seven Habits for Managers..........................................................................................................................(2 days) Strategic Leadership ........................................................................................................................................(3 days) COURSES 2014 Developing Effective Policy April 14, 15 and 16 Financial Management and Budgeting June 11 and 12 The Legislative Process June 4 Project Management May 15 and 16 July 22 and 23 October 13 and 14 Seven Habits for Managers July 15 and 16 Strategic Leadership October 8, 9 and 10 2015 The Legislative Process February 3 Project Management March 24 and 25 Seven Habits for Managers March 26 and 27 DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson Quote: "Obtaining the skills and knowledge to develop an effective policy utilizing the data analysis and evidence-based framework was of great value and will add to the quality of the policies I develop." Participants who complete all SMDP Modules will be awarded the SMDP Certification. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 SENIOR MANAGERS DEVELOPMENT PROGRAMME (SMDP) DATES: 73 COURSES DURATION: 2 Days DATES: 2014 July 15 and 16 2015 March 26 and 27 INSTRUCTOR(S): Deborah Thomas-Gilkes Darnell Wynn SEVEN HABITS FOR MANAGERS AIM Designed for managers and supervisors who want to perform their roles effectively. If you want to improve yourself as a more effective manager, then this Franklin Covey course, which focuses exclusively on the management application of The 7 Habits principles, gives managers the tools to take initiative, resolve conflicts and unleash the talents and passions of their teams. DIRECTOR: LEARNING OUTCOMES Darnell Wynn At the end of this course, you will be able to: ADMINISTRATIVE ASSISTANT: • develop professional relationships for productive collaboration Shelley Richardson • increase your productivity by staying focused on the right things • explain the importance of responsibility, accountability and commitment • reduce conflict by understanding exactly what you can influence WHO SHOULD ATTEND Employees at all levels who supervise staff; this includes the Senior Manager and Senior Professional who supervise staff CONTENT • How to resist overreacting to difficult situations • The importance of responsibility, accountability and commitment • Skills for building real trust among co-workers • How to become a resourceful, effective manager who quickly accomplishes goals • How to manage yourself LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • How to lead others 74 • How to unleash the potential of your team "Seven Habits for Managers is an excellent course that emphasizes the key tools to become an effective leader/manager. Definitely a must!" 3 days SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE – SIGNATURE AIM If you want to immerse yourself in training that will make you more proactive, effective, and balanced in all areas of your life, this Franklin Covey workshop teaches individuals to achieve optimal results by changing their fundamental approach to work, relationships and problem-solving, using time-honoured principles in time management, leadership and effectiveness. You want balance in your life. You want to focus on the most important people and things in your life. You want it now! You will create a personal mission statement; practise win-win communication; turn differences among team members into valued assets; plan around your priorities; synergise with others and implement a plan of personal renewal. LEARNING OUTCOMES At the end of this workshop, you will be able to: • improve focus, communication, and balance for yourself and your organisation • develop professional relationships for productive collaboration • understand the importance of responsibility, accountability and commitment COURSES DURATION: DAYS: 2014 June 11, 12 and 13 October 13, 14 and 15 November 26, 27 and 28 2015 January 19, 20 and 21 INSTRUCTOR: Annette M. Eve DIRECTOR: Annette M. Eve ADMINISTRATIVE ASSISTANT: Shelley Richardson Quote: "This course challenged me to review my habits and make meaningful changes in my life." • increase your productivity by staying focused on the right things • reduce conflict by understanding exactly what you can influence WHO SHOULD ATTEND Employees at all levels The 7 Habits of Highly Effective People workshop facilitates discovering a new sense of direction, restoring balance to your life and learning how to accomplish your most important long-term goals by focusing on proven principles of effectiveness. Based on the best-selling business book of all time, the 7 Habits workshop provides a foundation for lasting change and effectiveness at the personal, interpersonal, managerial and organisational levels. The 7 Habits workshop is much more than an ‘event’. For many people, it begins an exciting transformation that not only helps them be more effective, but promotes life balance, direction and inner peace. During the workshop, you’ll experience interactive exercises, case studies and poignant video segments, and learn from the experiences of other participants. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 75 COURSES DURATION: 3 days DATES: 2014 October 8, 9 and 10 INSTRUCTOR: Carolyn Lawless DIRECTOR: STRATEGIC LEADERSHIP (EDP/SMDP) AIM The programme aims to help you establish a more pragmatic approach to the leadership function by developing practical strategies for initiating relevant and sustainable change to improve standards of service integrity. It will broaden and enhance your current leadership style. Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson Quote: "I will use the leadership framework and strategies to effect a more pragmatic leadership style to foster a transformational change within the Civil Service." LEARNING OUTCOMES At the end of this course, you will be able to: • develop practical strategies for initiating relevant and sustainable change to improve standards of service integrity • compare aspects of strategy and change management practice from across the world which can be directly applied or adjusted to suit local conditions • reflect on current standards of quality and output of your own organisation and levels of customer/citizen satisfaction with the services provided • enhance understanding of methods to establish and communicate core values and codes of conduct for all employees • practice and enhance influencing feedback and coaching skills • define leadership and appreciate the differences between leadership and management roles • analyse the current and desired state of the organisation WHO SHOULD ATTEND Executive, Head of Department, Assistant/Deputy Director, Senior Manager, Senior Professional CONTENT LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Principles of Leadership: international trends styles and authenticity, leadership assessment and situational leadership 76 • Leading High Performance Teams: characteristics, developing team mentality and commitment; and action centred leadership • Anticipating Change: analysing external and internal drivers for change; building a cadre of change leaders and supporters; communication strategies; and building a rich picture of the future • Leading Change: analysing present state of organisation; gap analysis and scenario planning; anticipating and managing resistance; and setting success criteria; milestones and monitoring and evaluation • Improving Quality and Output through Culture Change: organisational culture and change; culture, values and behaviours; assessing current working culture; and improving culture change • Influencing Skills: influencing styles and skills; identifying personal preferences and biases; Transaction Analysis model; coaching for improvement; and personal strategies for enhanced leadership Participants will develop a Leadership Development Plan intended to meet their own learning objectives and targeted at finding a practical solution to enhance their organisations’ strategic/operational activities. TEAM BUILDING AVAILABLE UPON REQUEST TO DEPARTMENTS WISHING TO TRAIN TEAMS AIM In today’s workplace, teams are constantly faced with new situations that require quick and decisive action. The degree of success with which a team can respond depends largely on the values its members share. Keeping a team on course as team members work together to accomplish the team’s mission and goals, is the responsibility of all team members – not just the team leader. In an overview of the new team-oriented workplace, participants look at the different kinds of teams organisations are creating and explore ways that teams help organisations meet today’s competitive challenges. The outcome will be teams that respect the individual contributor and recognise the need for individuals to value the team and its purpose within the Ministry, Department or Section. LEARNING OUTCOMES At the end of this course, you will be able to: • describe the characteristics of an effective team • explain how using the basic principles with a team can increase the team’s effectiveness • demonstrate how to apply the key actions in team decision making • describe the benefits of working in teams • describe five core skills that contribute to team success • explain the four phases of team development WHO SHOULD ATTEND The course could be held from a .5 day up to 2 days, and can be tailored to fit your needs COURSES DURATION: DATES: Available upon request to departments wishing to train teams in the department. We require a minimum of 8 people to hold this course. INSTRUCTOR: Joann Adams DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Annette Glasford Quote: "I found the following aspects most useful: knowing when to form teams; assessment of team stages and team member surveys - helpful for assessing team operations / also gave opportunity to reflect on the quality of existing teams and individual skill sets." CONTENT • What is team building? • Attributes of effective teams • What goes wrong in teams (and what to do when it does) • Improving your team building skills CUSTOMER DEVELOPMENT Take a few moments to consider: • why the workshop is needed (for example, new team members, members not working well together, etc.) • what other activities would make this session effective for your team • other reasons for selecting this workshop • what you hope to achieve TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Intact departmental teams wishing to strengthen and work towards common goals and values 77 COURSES DURATION: 1 day DATES: TIME MANAGEMENT 2014 May 7 July 14 November 24 AIM INSTRUCTOR: Terlena Murphy DIRECTOR: Terlena Murphy ADMINISTRATIVE ASSISTANT: Annette Glasford The aim of this workshop is to provide an introduction to time management and the techniques you can use to better manage your own time at work. Time management is one of the key skills in today’s work environment. If you look at time as a resource – like money – then you can start to assess how you spend it and decide where you are getting good value. If you look at it as an environmental issue, you see how you or others pollute it. If you look at in a structured way – like with a calendar – you can see how important it is to plan. The place to start looking is within you – your priorities, habits and attitude. Invest some time on these issues and you would be amazed at the return. LEARNING OUTCOMES At the end of this workshop, you will be able to: • list techniques for better time management • identify and prioritise the most important things • identify how to overcome procrastination • identify ways of getting the most out of meetings • give and receive delegation effectively • practice using a variety of time management tools WHO SHOULD ATTEND Employees at all levels CONTENT • How to be more in control and less reactive • How to delegate and receive delegation more effectively LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Techniques for better time management 78 • How to get the most out of meetings • How to overcome procrastination 2 days WORKING WITH MINISTERS (EDP) AIM The aim of this course is to enable Permanent Secretaries and Heads of Departments to discuss and form a common understanding of the Minister/Civil Servant relationship; and to discuss, practice and devise some techniques, processes and formats to improve how Civil Servants help Ministers in their public duties. LEARNING OUTCOMES At the end of this course, you will be able to: • explain the three essential roles of Ministers COURSES DURATION: DATES: 2014 November 20 and 21 INSTRUCTOR: Paul Grant DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson • describe how the Minister/Civil Servant relationship works in practice • reflect on the Minister/Civil Servant relationship and the relationship’s place at the heart of successful government • develop an understanding of what Ministers can legitimately expect of their Civil Servants • explain the importance of briefings to the Ministers • prepare various types of briefings by utilizing techniques for writing using proper formats • explain the Civil Servants’ role in helping the Minister present policy publicly and the ethical limits on this role • use techniques to write persuasive and entertaining speeches • prepare responses to parliamentary questions WHO SHOULD ATTEND Executive, Head of Department CONTENT • The purpose, types and techniques of briefing • Helping Ministers to present policy publicly • Techniques for producing a persuasive and entertaining speech • Parliamentary questions and drafting replies "This course was very helpful in that it provided useful and practical guidelines and explained a number of ways in which Ministers could be assisted. The opportunity to see things from the Minister’s perspective will facilitate more tangible assistance." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • The Minister/Civil Servant relationship 79 COURSES DURATION: 1 day DATES: 2014 May 8 2015 February 27 INSTRUCTOR(S): Alberta Dyer-Tucker Marissa Sharpe DIRECTOR: Darnell Wynn ADMINISTRATIVE ASSISTANT: Shelley Richardson WRITING BUSINESS PLANS (EDP) AIM The aim of this course is to provide you with the process of writing a business plan using the Government of Bermuda’s business plan template and the logic behind completing the business plan. You will learn why certain details are vitally important in the business plan. LEARNING OUTCOMES At the end of this course, you will be able to: • plan your business plan • define the structure and sequence in the business plan process • describe the important elements of the business plan • write a business plan for Ministry/Department WHO SHOULD ATTEND Executive, Head of Department CONTENT • Business Plan Framework • Delivery Chain and Reasonableness tests • Outcomes and Outcome Indicators • Development of Organizational capacity • Risk Assessments LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Stakeholder Communications Plan 80 "Writing a business plan Is a key tool that I can use to ensure all activities are aligned in order to achieve departmental goals and objectives." WRITING SMART OBJECTIVES AIM The aim of this course is to provide employees with the support required to write SMART objectives for Forward Job Plans and Personal Development Plans. Writing robust objectives is a key element of effective performance management and all Government of Bermuda employees are required to set, and work towards the achievement of clearly documented objectives that are linked to specific and measurable outcomes for the organisation. This is a fundamental element of our commitment to the delivery of public value and our obligation to ensuring prudent allocation of resources. Employees will be introduced to the key elements of the framework required to support the documentation of SMART objectives. Employees will be encouraged to ensure that SMART objectives are always written against clearly defined departmental, divisional, service and/or project specific goals. In addition, course participants will be provided with the instructional support required to write SMART objectives. LEARNING OUTCOMES At the end of this course, you will be able to: • explain the overall purpose of performance management and the role of SMART objectives .5 day 9:00a.m. – 12:30p.m. COURSES DURATION: DATES: 2015 January 20 March 3 INSTRUCTOR: Joann Adams DIRECTOR: Joann Adams ADMINISTRATIVE ASSISTANT: Annette Glasford Quote: "I better understand why objectives are necessary. I can now write better objectives applying the SMART acronym." • describe the Forward Job Plan and the Personal Development Plan and contribution to Performance Appraisal purpose • evaluate the impact and benefits of writing SMART objectives • demonstrate the skills required to support employee development and documentation of SMART objectives WHO SHOULD ATTEND Employees at all levels • The role and purpose of Forward Job Plans and Personal Development Plans • The business plan framework • Defining specific, measurable, achievable, realistic, time-based goals • Writing SMART objectives • Tracking achievement against objectives "I better understand why objectives are necessary. I can now write better objectives applying the SMART acronym." TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 81 COURSES DURATION: 2 hours DATES: BUDGET TRAINING April - May Budget Monitoring and Control AIM July Budget Preparation The aim of this course is to inform and support the respective employees in both budget preparation and budget maintenance. CONTACT INFORMATION: There are two key Budgetary Training Series – Budget Preparation and Budget Monitoring and Control, which run each year to assist management and budgetary employees in their financial responsibilities. LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Tina Tucker Director of Budget Ext. 1505 E-mail: [email protected] 82 WHO SHOULD ATTEND Employees responsible for budget preparation and/or budget monitoring and control ENTERPRISEONE (E1) TRAINING AIM To train users on the functionality of the various modules of the EnterpriseOne (E1) system PURCHASING/PAYABLES INPUTTERS WHO SHOULD ATTEND Employees who are responsible for entering requisitions, quotes, purchase orders or invoices for the department Examples: Heads of Departments, Comptrollers, Supervisors, Purchasing Officers, Administrators, Administrative Assistants CONTENT • Address book Dates will be provided by the Accountant General’s Department. COURSES DATES: The E1 courses listed will be held from 9.00 a.m. – 4.45 p.m., unless otherwise stated. Class sizes are limited to 10-12 persons. Training will take place at the Accountant General’s Department, St. Andrew’s Place, 51 Church Street, Hamilton or any other venue as decided. CONTACT INFORMATION: Anthony Francis E-mail: [email protected] • Entering requisitions • Entering quotes • Entering purchase orders • Receipting of delivered goods • Purchase order clean up • How to create a batch • 3-Way voucher match (invoice entry) • 2-Way voucher match (invoice entry for utility billings and credit card payments) • Voucher journal review • Reverse a voucher (cancel invoice entry) WHO SHOULD ATTEND Employees who are responsible for approving requisitions, purchase orders or invoices for the department Examples: Heads of Departments, Comptrollers, Supervisors, Administrative Officers, Administrators, Administrative Assistants, Accounts Clerks CONTENT • Address book • Approving requisitions and purchase orders • Inquire and review requisitions and purchase orders • Receipting of delivered goods • Approve a payment batch (invoices) • Inquire and review payment information TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 PURCHASING/PAYABLES APPROVERS 83 COURSES ACCOUNTS RECEIVABLE WHO SHOULD ATTEND Employees who request new customers to be added to the address book, generate invoices to customers of the Government of Bermuda, receive payments from customers and debt collection officers CONTENT • How to search for address records • How to create a Request for a New/Change address number • How to create an invoice • How to amend and delete un-posted invoices • How to approve and post invoices • How to use the Customer Ledger Inquiry • How to apply cash receipts to invoices • How to apply cash receipts to general ledger accounts • How to apply unapplied cash receipts to invoices • How to apply credit memos to invoices • How to delete un-posted cash receipts • How to approve and post cash receipts • How to manage accounts receivables for collections • How to generate various accounts receivable reports INVENTORY/SALES WHO SHOULD ATTEND Storekeepers, Stores Purchasing Officers, Comptrollers LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 CONTENT 84 • Issue of inventory • Entering and confirming customer orders • Transfer of inventory • Return of inventory • Cycle count for periodic physical inventory reconciliation • Inventory reports PAYROLL WHO SHOULD ATTEND Employees who are responsible for payroll Examples: Heads of Department, Supervisors, Administrators, Salary Clerks COURSES CONTENT • How to accurately review payroll information • How to navigate the E1 system • How to respond to payroll related queries • How to enter and update employee master information • How to enter time • How to approve payroll entries GENERAL LEDGER WHO SHOULD ATTEND There are 4 Different modules included within the General Ledger section of E1: Budget (Designed for employees responsible for entering/reviewing section or department budgets, or who need to do on-line financial inquiries and budget virements) General Ledger (Designed for employees responsible for entering, approving and posting journals, running accounting reports or performing on-line financial inquiries) Job Cost (Designed for employees responsible for monitoring capital projects) Fixed Assets (Designed for employees responsible for reviewing the Capital Assets list of the Department) Examples: Heads of Department, Comptrollers, Supervisors, Administrators, Account clerks CONTENT • On-line financial inquiries of actual account balances as well as transaction details of expenditure for the period • Running standard performance reports • Understanding the chart of accounts structure • Key in journal entries and budget virements • Approve and post journal entries • Key in department budgets • Review capital projects • Review capital assets TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • Review of actual versus budget 85 COURSES DATES: Dates will be provided to all users from ITO. ITO will send out notifications of training via e-mail. IT training takes place at Channel House, St. David’s. CONTACT INFORMATION: Sandra Ming ext. 1312 E-mail: [email protected] LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 AIM Computer training is the responsibility of the Information Technology Office (ITO), which publishes monthly notices of their training schedules. They provide basic training on computer software to all Government users. ITO has regular offerings of Word, Excel, PowerPoint, Internet and Outlook training. ITO Trainers can now provide both customized Training for Government Ministries and Departments and personalized training for all Users. If you are interested, please contact the Assistant Director Administration and Training, Jonelle Steede at ext. 1362 or e-mail [email protected]. Wennae Douglas ext. 1285 WHO SHOULD ATTEND E-mail: [email protected] Employees at all levels in the organisation www.ito.gov.bm 86 IT TRAINING CARDIO PULMONARY RESUSCITATION (CPR) AND FIRST AID Bermuda Red Cross Society "Charleswood" 9 Berry Hill Road Paget DV 03 AIM CONTACT INFORMATION: The Occupational Safety and Health Regulations, Section 93, Items 1 and 2, state the following: Health & Safety Coordinator First Aid Attendant (1) At every place of employment with five or more employees, the employer shall ensure that there is at least one First Aid who holds a valid St. John Ambulance Standard First Aid Certificate or its equivalent. (2)If a First-Aid Attendant is absent from the place of employment, the employer shall make alternative arrangements for the provision of first aid to employees at the place of employment. If you have greater numbers there should be a few people to cover first aid in case of vacations, sickness, employee moves etc. To arrange for CPR or first aid training for your department, please contact one of the establishments listed. Please note, each Department is to have ONE contact person - must be someone from the Department’s Health and Safety Committee. Departments are responsible for providing funding for First Aid and/or CPR training for employees. COURSES CONTACT INFORMATION: Tel: 236-8253 ext. 222 [email protected] www.bermudaredcross.com St. John Ambulance Bermuda "Dunrossil House" 21 Point Finger Road Paget DV 04 CONTACT INFORMATION: Executive Office Tel: 236-7831 [email protected] www.sjabermuda.org WHO SHOULD ATTEND TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Employees at all levels, especially employees serving on their Department’s Health and Safety Committee 87 ON-LINE TRANSFER OF LEARNING SURVEY ON-LINE TRANSFER OF LEARNING SURVEY At the conclusion of a seminar, course or programme, there is often a positive feeling among participants regarding what they have learned. The task is to capture this enthusiasm and channel it toward the improvement of the ‘on the job’ performance. The goal of all training and development is the transfer of learning, that is, the application of the skills and knowledge learned to what you do on the job. New, this year, the Learning and Development Team will be administering online surveys to managers and course participants to assess transfer of knowledge in the work environment. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 As in previous years, Line managers are still required to meet with participants at the conclusion of a seminar, course or programme to discuss the actions the participant will take to apply their key learning in the work environment. 88 DEPARTMENT TRAINING MANAGER Cabinet Office Ministry Headquarters Cabinet Office Central Policy Unit Human Resources Management Consultants Cabinet Office Statistics Communication and Information Cabinet Office E-Government Joann Adams Cabinet Office Information Technology Office Sustainable Development Annette M. Eve Community, Culture and Sports Ministry Headquarters Youth, Sport & Recreation Child & Family Services Community & Cultural Affairs Financial Assistance Human Affairs Joann Adams Community, Culture and Sports Libraries Archives Marguerite Fields Education and Economic Development Ministry Headquarters Education Registrar of Companies Telecommunications E-Commerce Energy Marguerite Fields Finance Ministry Headquarters Accountant General Social Insurance Tax Commission Annette M. Eve Finance Project Management & Procurement Office Joann Adams Health and Environment Ministry Headquarters Health Health Insurance Joann Adams Health and Environment Environmental Protection Annette M. Eve Home Affairs Planning Annette M. Eve Home Affairs Ministry Headquarters Consumer Affairs Immigration Registry General Rent Commissioner Workforce Development Joann Adams Legal Affairs Ministry Headquarters Judicial Attorney General’s Chambers Court Services Public Prosecutions Annette M. Eve Darnell Wynn Terlena Murphy TRAINING MANAGERS DEPARTMENT ALLOCATION LIST MINISTRY TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 TRAINING MANAGERS DEPARTMENT ALLOCATION LIST 89 TRAINING MANAGERS DEPARTMENT ALLOCATION LIST TRAINING MANAGERS DEPARTMENT ALLOCATION LIST MINISTRY Customs Post Office Annette M. Eve National Security Ministry Headquarters Defence Police Corrections Fire and Rescue Service National Drug Control Terlena Murphy Land Valuation Parks Conservation Services Land Surveys & Registration Annette M. Eve Public Works Tourism Development and Transport TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 TRAINING MANAGER National Security Public Works 90 DEPARTMENT Ministry Headquarters Public, Lands and Buildings Works and Engineering Ministry Headquarters Airport Operations Civil Aviation Marine and Ports Services Maritime Administration Public Transportation Tourism Transport Control Terlena Murphy Marguerite Fields Non-Ministry Departments Government House Office of the Auditor General Parliamentary Registrar Ombudsman Internal Audit Terlena Murphy Non-Ministry Departments Legislature Annette M. Eve You will find registering for any of our courses easy. The following pages provide information on our: • APPLICATION POLICY AND PROCEDURES • COURSE CANCELLATION AND NON-ATTENDANCE POLICY AND FEE SCHEDULE • COURSE ATTENDANCE TERMS AND CONDITIONS • COURSE APPLICATION FORM Please read all policies and procedures before completing the course application form. Be sure to complete the course application form in full, as incomplete application forms will not be processed. COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 "Ignite Your Passion by Developing Your Potential" 91 COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA APPLICATION POLICY AND PROCEDURES The Department of Human Resources is committed to providing a variety of training and development courses for all Government employees. These courses will assist you in developing job skills. Before you sign up, please review the procedures and cancellation policies provided below. Course applications will generally be taken on a first come, first serve basis, though priority may in some cases be given to applicants who best fit the criteria for the course. Our training course application form is available on our website (http://hr.gov.bm) or you can photocopy the form on page 95 of this training directory. Once a course has been selected, the course application form should be completed in full, at least eight weeks prior to the start date of the course. Submit the completed form for approval to your line manager and the Head of Department for their signatures. You may submit your application using one of the following methods: By E-mail to: [email protected] or By Fax to: (441) 295-2858 Application forms should be sent by e-mail or fax as detailed above, for the attention of the Training and Development Administrative Assistant, Department of Human Resources. The signature of your Head of Department and Permanent Secretary as specified on the application form, must appear on the course application. Incomplete application forms will be returned to the applicant. Your application form will be acknowledged upon receipt. Two weeks prior to the start of the course, you will be sent a confirmation e-mail along with any relevant pre-course materials. Wait-listed applicants will be held on file for future opportunities in the course requested. LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Upon receipt of confirmation of attendance, remember to record the training date(s), and time, in your personal calendar. In the event that you do not hear from us 10 working days before the start date of the course, please give us a call. 92 Please note, you are not confirmed for the course unless you receive written confirmation from the Learning and Development Section. We acknowledge that sometimes there is a need to cancel your enrolment from a course. However, it is the responsibility of the individual and his/her Manager/ Supervisor to inform the Department of Human Resources of any cancellations. If you need to cancel a booking for a course, please contact the Learning and Development Administrative Assistant assigned to the respective course, as soon as possible. With enough notice we may be able to fill the vacant slot with another person. Empty seats cost money without delivering any benefits. In some cases, cancellation may result in too few bookings to make a course viable. In these cases, with enough notice, we can cancel the course with little cost. Last minute cancellations and no-shows can spoil things for the other applicants and result in wasted expenditure. Because of this we reserve the right to charge your Department a cancellation fee*. Non-attendance charges will be levied against a department unless the Head of Department sends an e-mail to the Learning and Development Administrative Assistant assigned to the respective course(s), within two days of the course end date verifying the confirmed participant’s absence. The Department of Human Resources reserves the right to waive the cancellation fee in exceptional circumstances. COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA COURSE CANCELLATION AND NONATTENDANCE POLICY AND FEE SCHEDULE *COURSE CANCELLATION FEE SCHEDULE If you cancel 3 weeks prior to course – $ 25.00 If you cancel 2 weeks prior to course – $ 30.00 If you cancel 1 week or less prior to course – $ 50.00 Course Duration – One Day In-house training – $100.00 If you cancel 3 weeks prior to course – $ 50.00 If you cancel 2 weeks prior to course – $ 75.00 If you cancel 1 week or less prior to course – $ 100.00 Outside venue training – $ 200.00 If you cancel 3 weeks prior to course – $ 100.00 If you cancel 2 weeks prior to course – $ 150.00 If you cancel 1 week or less prior to course – $ 200.00 Course Duration – Two Days In house training – $ 200.00 If you cancel 3 weeks prior to course – $ 100.00 If you cancel 2 weeks prior to course – $ 150.00 If you cancel 1 week or less prior to course – $ 200.00 Outside venue training – $ 400.00 If you cancel 3 weeks prior to course – $ 200.00 If you cancel 2 weeks prior to course – $ 300.00 If you cancel 1 week or less prior to course – $ 400.00 Course Duration – Three Days In house training – $300.00 If you cancel 3 weeks prior to course – $ 150.00 If you cancel 2 weeks prior to course – $ 225.00 If you cancel 1 week or less prior to course – $ 300.00 Outside venue training – $600.00 If you cancel 3 weeks prior to course – $ 300.00 If you cancel 2 weeks prior to course – $ 450.00 If you cancel 1 week or less prior to course – $ 600.00 Course duration Four – Eight days In house and outside venue training – $ 1,200.00 If you cancel 3 weeks prior to course – $ 300.00 If you cancel 2 weeks prior to course – $ 700.00 If you cancel 1 week or less prior to course – $ 1,200.00 TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Course Duration – Half Day In-house training – $50.00 93 COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA COURSE ATTENDANCE TERMS AND CONDITIONS By accepting a confirmation of participation in a programme, course, etc. offered by the Department of Human Resources, you are agreeing to comply with and be bound by the following terms and conditions. The term ‘Department’ refers to the Department of Human Resources. Participant will: • seek appropriate parking for the day to avoid disruptions to move vehicle (e.g., Car Parks near Fire Station or Spurling Hill). Please note that aside from these areas, there is no suitable parking near the Department’s, Ingham and Wilkinson Bldg, 129 Front Street, Hamilton location • arrive 15-minutes prior to the scheduled course start time » If late arrival is expected due to unavoidable circumstances, participant will contact either: › The Human Resources Customer Service Representative at 279-2820 to advise, or › Annette Glasford at Tel: 279-2836 / E-mail: [email protected], or › Claudelle Richardson at Tel: 279-2835 / E-mail: [email protected], or › Shelley Richardson at Tel: 279-2808 / E-mail: [email protected] » Unjustified arrivals 5 minutes after course start time will be deemed as No Show, and will be subject to penalty fees as defined in the participant’s confirmation letter and/or on the course application form • abide by the Department’s Health and Safety Policies, which include, but are not limited to: » signing the Course Register at the Front Desk » following the instructions of Health & Safety Marshals in the event of an emergency • turn off Blackberry and/or other cell phones, pagers, etc., and have all important calls directed to the Department’s Customer Service Representative at 279-2820, who will then pass on messages to the course Administrative Assistant to be forwarded to the participant’s attention • be released from all other duties for the duration of the course LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 • adhere to course start and finish times. This includes avoiding booking appointments on training dates, and leaving prior to the end of the course 94 If you are unable or unwilling to agree to the terms and conditions as expressed above, please cancel your confirmation immediately. Penalty fees will be adhered to as defined in the participant’s confirmation letter and/or on the Course Cancellation Policy and Fee Schedule. For employees scheduled for training during a Furlough: Since departments typically have sufficient time to give employees adequate notice and to plan for furloughs, furlough time off must be scheduled so as not to conflict with scheduled training. In the event that scheduled training occurs during an approved/scheduled furlough period, affected employees must attend the training and the furlough day must be rescheduled. If there is an exceptional case, i.e. the employee has already arranged a personal appointment which cannot be changed, the employee will retain the furlough day.” If you are unable or unwilling to agree to the terms and conditions as expressed above, please cancel your confirmation immediately. Penalty fees will be adhered to as defined in the participant’s confirmation letter and/or on the Course Cancellation Policy and Fee Schedule. Furlough Policy and Guidance 2013 - 2015, Page 9, Item 3.03 DEPARTMENT OF HUMAN RESOURCES – COURSE APPLICATION FORM Only employees who have been in the service five years or less, and for all employees who supervise staff, from Executive to Foreman levels, irrespective of years of service, are eligible to take courses in 2014-2015. To register for a course please discuss your training needs with your manager, then both parties must complete the form. The completed form must be forwarded to the Learning and Development Administrative Assistant assigned to the respective course by E-mail: [email protected] or Fax: 295-2858. Please ensure that all areas of the form are complete. INCOMPLETE FORMS WILL NOT BE ACTIONED. Employee No.: Course Title: Name: Number Years in Public Service: Preferred Course Date(s): Ministry: 1st Choice: Department: 2nd Choice: Section: 3rd Choice: Post Title: Employee Level: (please ✓ appropriate box) Executive and Head of Department Do you supervise staff? If so, how many: (please ✓ appropriate box) Yes No Senior Manager and Senior Professional # Staff __________ Middle Manager, Advanced Technical and Professional Union (please ✓ appropriate box): BPSU BIU BPA Advanced Adminstrative and Technical POA Administrative and Clerical FSA BUT ASP E-mail: Industrial Phone No./Ext: Details, if appropriate, of any special needs: Note: To register for Managers Development Programme I (MDPI), this application form must be accompanied by an MDPI Vetting Form (see pages 97-98) Applicant’s Signature: Date: *Ineligibility: Temporary employees of less than 6 months and Consultants 95 TO BE COMPLETED BY LINE MANAGER/SUPERVISOR The jobholder and I have discussed and reviewed his/her training needs and considered all appropriate development and training possibilities. I agree to release him/her to attend the course and to make job cover arrangements where necessary. I agree to support them in consolidating and applying their learning. Signed: Date: Print Name: Title: Phone No./Ext: E-mail: TO BE COMPLETED BY HEAD OF DEPARTMENT/DESIGNATE I support this application. I understand that should the individual cancel from the course within the time frame stated in the Course Cancellation Policy and Fee Schedule, that my Department may be liable to pay a cancellation charge. This application form will not be processed unless the Business Unit/Object Code is included. PLEASE PROVIDE THE ACCOUNT CODE FOR WHICH THE CANCELLATION PENALTY IS TO BE CHARGED. ____________________ . ____________________ Business Unit Object Code 96 Signed: Date: Print Name: (Head of Department/Designate) Title: Phone No./Ext E-mail: This Vetting Form and a Course Application form must be completed by the applicant and his/her Line Manager/Supervisor for consideration for entry into the MDPI. The completed forms are to be forwarded by e-mail, mail or fax. Contact details are provided below. E-mail:[email protected] Mail: Tel.:279-2835 Fax.:295-2858 Learning and Development Section Department of Human Resources Ingham & Wilkinson Building 3rd Floor, 129 Front Street Hamilton HM12 APPLICANT’S LEARNING CONTRACT MDPI is a work-based learning programme. Read carefully the learning contract below, and if you agree to abide by the terms and conditions please sign in the space provided. Desired Results: I understand that I am to: i. Participate in all workshops and related sessions ii. Contribute both business experience and personal/life learning insight to the benefit of the other participants. iii. Build operational understanding and leadership competencies associated with managing resources and leading people. COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA DEPARTMENT OF HUMAN RESOURCES MANAGERS DEVELOPMENT PROGRAMME LEVEL 1 (MDPI) VETTING FORM Guidelines: I understand that I will be required to: i. ii. iii. iv. Attend all workshops and related sessions Adhere to workshop start and finish times of 9:00am to 5:00pm (appointments must be scheduled outside of these hours) Complete all assignments and supplementary reading assignments prior to subsequent sessions Be a member of a cohort and must actively participate in a Case Study analysis, problem solving and team presentation as the culmination of the MDPI (Line managers will be invited to attend the group presentations) v. Obtain copies of the recommended books for the programme Resources: I understand that I will be provided with: i. Course materials (i.e., binders, folders and/or handouts) ii. Refreshments to coincide with breaks (lunch will not be provided) Accountability: i. An attendance report will be provided to my Line Manager/Supervisor ii. Feedback on my assignments will be shared with my Line Manager/Supervisor throughout the duration of the programme Consequences: I understand that: i. Failure to fully commit to the Programme’s requirements will result in immediate dismissal ii. In accordance with DHR’s Course Cancellation Policy and Fee Schedule, my Department will be accountable for the reimbursement of $1,200.00 to the Department of Human Resources (DHR) as a cancellation/penalty fee (refer to page 93) , commit to the following terms and conditions as outlined in I, (Insert Applicant’s Name) this learning contract. Applicant (Signature) Date TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 I understand that: 97 COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA MDPI VETTING FORM (CONT'D) TO BE COMPLETED BY APPLICANT 1. Please check (✓) any of the following statements that apply: a. Currently supervise staff b. Being considered for promotion to a supervisory post c. Not a supervisor, but will be assigned supervisory responsibilities while enrolled in this programme d. Manage specific non-staff resources/projects (e.g., budget) 2. If you checked (✓) 1 (a) above, how long have you been functioning in a supervisory role? 0 – 2 years 3 – 5 years 6 – 9 years 10 years or more Comment (use additional paper if required): 3. If you checked (✓) 1 (a) above, how many people do you currently supervise? 0 1 – 5 6 – 9 10 or more Comment (use additional paper if required): 4. If you checked (✓) 1 (d) above, please list the non-staff resources/projects for which you are responsible. LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Comment (use additional paper if required): 98 5. Based on discussions with your Line Manager/Supervisor, please outline specific projects and/ or assignments for which you will be responsible. These responsibilities must have identifiable deliverables, timeframes and expected outcomes. Your Line Manager/Supervisor must commit to monitor these projects/assignments over the next six months (after the course) to ensure that you are transferring the learning from this course. Comment (use additional paper if required): , (Line Manager/Supervisor) commit to: (a) ensuring that (the participant) is assigned supervisory tasks in order to undertake the practical assignments of this work-based learning programme (b) discussing each module, at its completion, with the participant (c) modifying the participant’s workload to ensure attendance at all workshops, and (d) supporting the participant by taking part in the half-day Case Study Analysis and Problem-Solving presentation at the culmination of the Programme. Line Manager/Supervisor (Signature) Date COURSE REGISTRATION FOR EMPLOYEES OF THE GOVERNMENT OF BERMUDA I, TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 LINE MANAGER/ SUPERVISOR ENDORSEMENT 99 100 LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES For use by: EXECUTIVE AND HEAD OF DEPARTMENT MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 101 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES EXECUTIVE AND HEAD OF DEPARTMENT Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses ☐ Building Effective Work Relationships ☐ Conducting Difficult Conversations ☐ Disciplinary and Grievance Procedures * ☐ EAP: When and How to Intervene for Referrals * ☐ Embracing Diversity ☐ Executive Development Programme ○ Developing Effective Policy ○ Financial Management and Budgeting ○ From Policy to Law ○ Managing Media Communication ○ Strategic Leadership ○ Working with Ministers ○ Writing Business Plans ☐ Government Procurement Briefings ☐ Managing Performance * • Negotiation Skills Advanced ☐ ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Seven Habits for Managers ☐ Writing Job Descriptions LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ☐ Writing SMART Objectives 102 Additional Course(s) ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Communication Skills ☐ Data-Driven Decisions (New) ☐ Designing Services to Meet Customer Needs ☐ Embracing Diversity ☐ Human Resource Information Management System (HRIMS) ☐ Project Management ☐ Seven Habits of Highly Effective People - Signature ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job For use by: SENIOR MANAGER AND SENIOR PROFESSIONAL MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 103 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES SENIOR MANAGER AND SENIOR PROFESSIONAL Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses ☐ Building Effective Work Relationships ☐ Conducting Difficult Conversations ☐ Disciplinary and Grievance Procedures * ☐ Drafting Cabinet Memorandum ☐ EAP: When and How to Intervene for Referrals * ☐ Government Procurement Briefings ☐ Leading Change (formerly Change Management II) ☐ Managing Performance * ☐ Negotiation Skills Advanced ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Senior Manager’s Development Programme ○ Developing Effective Policy ○ Financial Management and Budgeting ○ The Legislative Process ○ Project Management ○ Seven Habits for Managers ○ Strategic Leadership ☐ Writing Business Plans ☐ Writing Job Descriptions LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ☐ Writing SMART Objectives 104 Additional Course(s) ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Communication Skills ☐ Embracing Diversity ☐ Data-Driven Decisions (New) ☐ Designing Services to Meet Customer Needs ☐ Human Resource Information Management System (HRIMS) ☐ Seven Habits of Highly Effective People - Signature ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job For use by: MIDDLE MANAGER, ADVANCED TECHNICAL AND PROFESSIONAL MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 105 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES MIDDLE MANAGER, ADVANCED TECHNICAL AND PROFESSIONAL Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses ☐ Building Effective Work Relationships ☐ Coaching Skills Level I ☐ Coaching Skills Level II ☐ Conducting Difficult Conversations ☐ Customer Service ☐ Designing Services to Meet Customer Needs ☐ Disciplinary and Grievance Procedures* ☐ EAP: When and How to Intervene for Referrals * ☐ Embracing Diversity ☐ Financial Management Level II ☐ Leadership: From Transactional to Transformational ☐ Leading Change (formerly Change Management II) ☐ Management Development Programme I* ☐ Management Development Programme II* ☐ Managing Performance* ☐ Negotiation Skills Introduction ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Presentation Skills LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ☐ Project Management 106 ☐ Seven Habits for Managers ☐ Writing SMART Objectives Additional Course(s) ☐ Business Writing Skills ☐ Communication Skills ☐ Data-Driven Decisions (New) ☐ Human Resource Information Management System (HRIMS) ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post are required to submit a signed development plan at the time of application. The opportunity to practice the newly acquired skills on the job is to be provided by the Line Manager Middle Managers seeking exemption from MDPI will require: 1. written confirmation by the Line Manager and Countersigning Officer that the applicant demonstrates mastery of the current MDPI content 2. a performance appraisal rating that meets or exceeds current job requirements 3. satisfactory completion of an MDP prior learning assessment (PLA) module For use by: ADVANCED ADMINISTRATIVE AND TECHNICAL MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 107 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES ADVANCED ADMINISTRATIVE AND TECHNICAL Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses ☐ Building Effective Work Relationships ☐ Business Writing Skills ☐ Change Management ☐ Coaching Skills Level I ☐ Conducting Difficult Conversations * ☐ Customer Service ☐ Disciplinary & Grievance Procedures * ☐ EAP: When and How to Intervene for Referrals (New) * ☐ Embracing Diversity ☐ Managing Performance * ☐ Performance Appraisal and Review Skills for Managers ●* ☐ Professional & Business Etiquette ☐ Seven Habits Signature ☐ Writing SMART Objectives Additional Course(s) ☐ Communication Skills ☐ Data-Driven Decisions (New) LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ☐ Human Resource Information Management System (HRIMS) 108 ☐ Presentation Skills ● For employees represented by the BPSU ONLY * Acceptance into these courses will be dependent upon whether the individual is currently responsible for directly supervising staff. Individuals who currently do not supervise staff but are being developed for a supervisory post must submit a signed development plan at the time of application. They must also have the opportunity to practice the newly acquired skills on the job For use by: ADMINISTRATIVE ASSISTANT AND CLERICAL MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 PROMOTING LEARNING TRANSFER MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 109 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES ADMINISTRATIVE ASSISTANT AND CLERICAL Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● Mandatory courses Achieve Your Potential ☐ ☐ Administrative Development (Technical Skills) ☐ Building Effective Work Relationships ☐ Business Writing Skills ☐ Customer Service ☐ Embracing Diversity ☐ Keyboarding I ☐ Keyboarding II ☐ Performance Improvement Programme ☐ Professional & Business Etiquette ☐ Seven Habits of Highly Effective People - Signature ☐ Time Management Additional Course(s) ☐ Communication Skills ☐ Human Resource Information Management System (HRIMS) LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ☐ Presentation Skills 110 ● For employees represented by the BPSU ONLY For use by: INDUSTRIAL MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES This programme/course record sheet has been provided for you to track your progress as you complete the mandatory programmes/courses for your employee level. You can use this sheet and keep it in your personal file or post on your board. The sheet is located on our website at http://hr.gov.bm TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 MY COMPLETION RECORD SHEET FOR MANDATORY PROGRAMMES/COURSES 111 MY COMPLETION RECORD SHEET MANDATORY PROGRAMMES/COURSES INDUSTRIAL Programme/CourseDate Completed Mandatory courses to be completed during Probationary Period ☐ Dignity at Work for Employees ☐ Orientation ☐ Performance Appraisal - Introduction ● • ☐ Professional & Business Etiquette Mandatory courses ☐ Achieve Your Potential ☐ Building Effective Work Relationships ☐ Customer Service ☐ Embracing Diversity ☐ Performance Improvement Programme ☐ Seven Habits of Highly Effective People - Signature ☐ Time Management Additional Course(s) Communication Skills ☐ ☐ Presentation Skills LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 ● 112 For employees represented by the BPSU ONLY You will find registering for any of our courses easy. The following pages provide information on our: • APPLICATION POLICY AND PROCEDURES • COURSE CANCELLATION AND NON-ATTENDANCE POLICY AND FEE SCHEDULE • COURSE ATTENDANCE TERMS AND CONDITIONS QUANGOS AND NON-GOVERNMENT ORGANIZATIONS COURSE REGISTRATION FOR QUANGOS AND NON-GOVERNMENT ORGANIZATIONS • COURSE APPLICATION FORM Please read all policies and procedures before completing the course application form. Be sure to complete the course application form in full, as incomplete application forms will not be processed. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 "Ignite Your Passion by Developing Your Potential" 113 QUANGOS AND NON-GOVERNMENT ORGANIZATIONS APPLICATION POLICY AND PROCEDURES FOR QUANGOS AND NON-GOVERNMENT ORGANIZATIONS The Department of Human Resources is providing the opportunity for employees of QUANGO and NonGovernment organizations to enroll in its training and development courses. Course applications will generally be taken on a first come, first serve basis. Before you sign up, please review the procedures and cancellation policies provided below. The course application form for QUANGO and Non-Government organizations is available on our website (www.gov.bm), or you can photocopy the form on page 119 of this training directory. Once a course has been selected, the course application form should be completed, in full, at least eight weeks prior to the start date of the course. Submit the completed form for approval to your manager/ supervisor. The completed form should be forwarded to the Training Liaison Officer for your organization. Your organization’s Training Liaison Officer is responsible for vetting and processing the application form, to ensure applications are completed in their entirety and forwarded to the Learning and Development Administrative Assistant assigned to the respective course(s). Applicants should contact their Training Liaison Officer for information pertaining to the status of their application. The Training Liaison Officer may submit the completed application form(s) using one of the following methods: By E-mail to: [email protected] or By Fax to: (441) 295-2858 LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Two weeks prior to the start of the course, your Training Liaison Officer will be sent a confirmation e-mail along with any relevant pre-course materials and will be responsible for forwarding the information to you. Wait-listed applicants will be held on file for future opportunities in the course requested. 114 Remember to record the training day(s), and time, in your personal calendar. In the event that you do not hear from us 10 working days before the start date of the course, please have your Training Liaison Officer give us a call. Please note, you are not registered for the course unless your Training Liaison Officer receives written confirmation from the Learning and Development Section. Fees and expenses related to the programme/course are the responsibility of the sponsoring organization. The Department of Human Resources offers programmes/courses that range from one to eight days. Application forms will not be processed unless a Purchase Order is attached and the Purchase Order Number is inserted in the space provided on the application form. COURSE FEE SCHEDULE Course Duration – Half Day $ 200.00 plus cost of books and material QUANGOS AND NON-GOVERNMENT ORGANIZATIONS COURSE FEE SCHEDULE FOR QUANGOS AND NON-GOVERNMENT ORGANIZATIONS Course Duration – One Day $ 400.00 plus cost of books and material Course Duration – Two Day $ 750.00 plus cost of books and material Course Duration – Three Day $ 1,100.00 plus cost of books and material Course Duration – Four Day $ 1,450.00 plus cost of books and material Course Duration – Five Day $ 1,800.00 plus cost of books and material TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Course Duration – Eight Day $ 2,150.00 plus cost of books and material 115 QUANGOS AND NON-GOVERNMENT ORGANIZATIONS COURSE CANCELLATION AND NONATTENDANCE POLICY FOR QUANGOS AND NON-GOVERNMENT ORGANIZATIONS We acknowledge that sometimes there is a need to cancel your enrolment from a course. If you cannot attend, or no longer require a place, your Training Liaison Officer must provide notice of cancellation to the Department of Human Resources’ Learning and Development Administrative Assistant for the respective course at least fifteen working days prior to the course start date. Failure to provide sufficient notice will result in your organization being charged 100% of the course fee. A cancellation fee will not be charged if your organization nominates someone else to attend in your place. Your Training Liaison Officer will need to advise the appropriate Department of Human Resources’ Learning and Development Administrative Assistant for the respective course of any substitution, by e-mail, as soon as the nominated substitute is identified. This e-mail should also include the endorsement of the applicant’s manager/supervisor. Non-attendance charges will be levied against your organization unless the Training Liaison Officer sends an e-mail from the participant’s manager/supervisor, verifying the confirmed participant’s absence, to the Department of Human Resources’ Learning and Development Administrative Assistant, for the respective course, within two days of the course end date. If there are extenuating circumstances, your organization’s Training Liaison Officer should advise the Department of Human Resources’ Learning and Development Administrative Assistant for the respective course. The Department of Human Resources reserves the right to waive the cancellation fee in exceptional circumstances. COURSE CANCELLATION FEE SCHEDULE Course Duration – Half Day Course Duration – Four Day If you cancel 15 working days prior to course start date If you cancel 15 working days prior to course start date $ 125.00 plus cost of books and material $ 1,100.00 plus cost of books and material If you cancel less than 15 working days prior to course start If you cancel less than 15 working days prior to course start date date $ 200.00 plus cost of books and material $ 1,450.00 plus cost of books and material LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 Course Duration – One Day 116 Course Duration – Five Day If you cancel 15 working days prior to course start date If you cancel 15 working days prior to course start date $ 250.00 plus cost of books and material $ 1,450.00 plus cost of books and material If you cancel less than 15 working days prior to course start If you cancel less than 15 working days prior to course start date date $ 400.00 plus cost of books and material $ 1,800.00 plus cost of books and material Course Duration – Two Day Course Duration – Eight Day If you cancel 15 working days prior to course start date If you cancel 15 working days prior to course start date $ 400.00 plus cost of books and material $ 1,800.00 plus cost of books and material If you cancel less than 15 working days prior to course start If you cancel less than 15 working days prior to course start date date $ 750.00 plus cost of books and material $ 2,150.00 plus cost of books and material Course Duration – Three Day If you cancel 15 working days prior to course start date $ 750.00 plus cost of books and material If you cancel less than 15 working days prior to course start date $ 1,100.00 plus cost of books and material By accepting a confirmation of participation in a programme, course, etc. offered by the Department of Human Resources, you are agreeing to comply with and be bound by the following terms and conditions. The term ‘Department’ refers to the Department of Human Resources. Participant will: • seek appropriate parking for the day, if necessary, to avoid disruptions to move vehicle (e.g., Car Parks near Fire Station or Spurling Hill). Please note that aside from these areas, there is no suitable parking near the Department’s, Ingham and Wilkinson Bldg, 129 Front Street, Hamilton location QUANGOS AND NON-GOVERNMENT ORGANIZATIONS COURSE ATTENDANCE TERMS AND CONDITIONS FOR QUANGOS AND NONGOVERNMENT ORGANIZATIONS • arrive 15-minutes prior to the scheduled course start time » If late arrival is expected due to unavoidable circumstances, participant will contact either: › The Human Resources Customer Service Representative at 279-2820 to advise, or › Annette Glasford at Tel: 279-2836 / E-mail: [email protected], or › Claudelle Richardson at Tel: 279-2835 / E-mail: [email protected], or › Shelley Richardson at Tel: 279-2808 / E-mail: [email protected] » Unjustified arrivals 5 minutes after course start time will be deemed as No Show, and will be subject to penalty fees as defined in the participant’s confirmation letter and/or on the course application form • abide by the Department’s Health and Safety Policies, which include, but are not limited to: » signing the Course Register at the Front Desk • turn off Blackberry and/or other cell phones, pagers, etc., and have all important calls directed to the Department’s Customer Service Representative at 279-2820, who will then pass on messages to the course Administrative Assistant to be forwarded to the participant’s attention • be released from all other duties for the duration of the course • adhere to course start and finish times. This includes avoiding booking appointments on training dates, and leaving prior to the end of the course If you are unable or unwilling to agree to the terms and conditions as expressed above, please cancel your confirmation immediately. Penalty fees will be adhered to as defined in the participant’s confirmation letter and/or on the Course Cancellation Policy and Fee Schedule. TRAINING AND DEVELOPMENT DIRECTORY | 2014 – 2015 » following the instructions of Health & Safety Marshals in the event of an emergency 117 QUANGOS AND NON-GOVERNMENT ORGANIZATIONS LEARNING AND DEVELOPMENT DIRECTORY | 2014 – 2015 118 COURSE APPLICATION FORM FOR QUANGOS AND NON-GOVERNMENT ORGANIZATIONS The application form for Quangos and Non-Government organizations are on the following pages. Remember to complete the course application form and submit it to your organization's Training Liasion Officer to be forwarded to the Department of Human Resources. Once the application is processed by the Department of Human Resources, the Training Liasion Officer will receive your course confirmation. Thank you for attending our courses. DEPARTMENT OF HUMAN RESOURCES COURSE APPLICATION FORM FOR QUANGOS AND NON GOVERNMENT ORGANIZATIONS To register for a course please discuss your training needs with your manager, then both parties must complete the respective part of the form. You will not be considered for courses that are specific to the Government of Bermuda. Completed forms should be sent to your organization’s Training Liaison Officer for forwarding to the respective Administrative Assistant listed for the course(s) in the Training Directory, at the Department of Human Resources, 3rd Floor, Ingham & Wilkinson Bldg, 129 Front Street, Hamilton HM 12 or E-mail: [email protected] or Fax: 295-2858. Course confirmations will be sent via email to your Training Liaison Officer. Please ensure that all areas of the form are complete. INCOMPLETE FORMS WILL NOT BE ACTIONED. TO BE COMPLETED BY APPLICANT Course Title: Applicant’s Name: Telephone No: Preferred Course Date(s): E-mail: 1st Choice: Section: 2nd Choice: Post Title: 3rd Choice: Details, if appropriate, of any special needs: Applicant’s Signature: Date: TO BE COMPLETED BY LINE MANAGER/SUPERVISOR I support this application. I understand that should the individual cancel from the course, my organization shall be liable to pay a course cancellation charge as outlined in the Course Cancellation and Non Attendance Policy and Fee Schedule. This application form will not be processed unless a Cheque or Purchase Order is attached and the Cheque Number or Purchase Order Number is provided below. ☐ Cheque No.: _________________ ☐ Purchase Order No.: _________________ Cheques must be payable to the Accountant General. Signed: Date: Print Name: Title: Phone No./Ext: E-mail: 119 TO BE COMPLETED BY THE ORGANIZATION’S TRAINING LIAISON OFFICER Organization Name: Mailing Address: Billing Address: Telephone No: E-mail Address: CONTACT DETAILS FOR TRAINING LIAISON OFFICER: Name: Post Title: 120 Telephone No: E-mail Address: Signature: Date: For DHR use only: Confirmation sent: ☐ Yes ☐ No Invoice sent: ☐ Yes ☐ No Date sent: Payment received: ☐ Yes ☐ No Date Received: Date sent:
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