USING CSC TRAINING DIRECTORY 2012 - cscollege.gov.sgOD,OE_TD2012.pdf · USING CSC TRAINING...

USING CSC TRAINING DIRECTORY 2012Planning your training is now simpler. CSC brings you new features in this Training Directory to guide you along in charting your training path. CSC training programmes are now classified in nine categories or booklets. They are:

1. Governance & Economics2. Leadership & Supervisory Management 3. Human Resource, Organisational Development & Excellence 4. Personal Development & Effectiveness5. Communications 6. Investigation, Law & Office Administration7. Service Excellence & Global Orientation8. Public Finance & Procurement9. International Programmes (for international participants only)

You will also be able to search for training programmes relevant to you or your colleague’s job level. Read on to boost your competencies in three easy steps:

Step 1: Refer to the ‘Content’ Page of the booklet for a list of training programmes. Check your job level indicated by the coloured icons below to determine programmes relevant to you.

You may refer to the detailed description of each coloured icon below.

(*Note: You may refer to the next section, ‘Programme Map – Illustration’ for some programmes mapped for each job level.)

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CONTENTCOURSE TITLE PAGE

HUMAN RESOURCE

Be an Effective Ambassador for Your Organisation 10

Becoming the CEO of my Work and Life 11

Coaching to Enhance Teamwork and Performance 12

Facilitating Large Group Interventions 13

Human Resource Management in the Civil Service 14

Human Resource as a Strategic Partner 15

Human Resource Planning 16

Manager as a Facilitator 17

Leading a Multi-Generational Team 18

Managing My Performance at Work Using the AIM Model 19

Managing Staff Performance Using the AIM Model for Supervisors

20

Positive Conversations for Positive Performance 21

Selection Interview – Competency Based Skills & Techniques (Using AIM)

21

TOPTM Group Facilitation Methods 22

Understanding and Managing Older Employees 23

Emotional Intelligence – The Key to Leading Performance 24

Engaging Employees through Professional Feedback 25

Job Analysis and Evaluation Workshop 26

The Art and Science of Facilitation 27

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OFFICER

[DIVISION 3 - 4]

SENIOR EXECUTIVE& EXECUTIVE

[DIVISION 1 - 2]

FIRST LINE MANAGER

[DIVISION 1]

MIDDLE MANAGEMENT

[DIVISION 1]

SENIOR MANAGEMENT

[DIVISION 1]

Coloured icons indicate who the programme is suitable for.

Details of the training programme(E.g. Course code, Duration)

Detailed description of the target audience is also available for selected programmes.

Step 3: Map your training programmes using the ‘Programmes Mapping Template’ found at the end of each booklet. For registration, visit www.cscollege.gov.sg or email the Course Administrator listed under the programmes.

Step 2:Turn to the page indicated for your selected programme.

PROGRAMMES MAPPING TEMPLATE

& Excellence& Excellence

CONTENTCOURSE TITLE PAGE

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HRM in the Civil Service 28

Human Resource Management Essentials for HR Officers in Supporting Roles

29

Workshop on Emotional Intelligence 29

ORGANISATIONAL DEVELOPMENT

Advanced Systems Thinking of Leading Change 32

Appreciative Inquiry at Work 33

Basic Systems Thinking: Creating High Leverage Strategies for Your Work and Life

34

Change the Way We See and Work 34

Culture Development Programme for OD Practitioners 35

Dialogue: The Art of Group Conversation 35

Graduate Diploma in Change Management: Leading and Sustaining Change through Organisational Learning

36

Leading through Conversation 37

Leading with Presence 37

Learning from Conflict 38

Making Sense of Complexity in a Dynamic Environment 39

Manager’s Role in Capacity Building 40

Managing the Human Side of Organisational Change 40

Organisation Development Tools for Managers 41

The Supervisor’s Role in Navigating Continuous Change 42

COURSE TITLE PAGE


Thinking and Learning from Experience Using PRAXIS 43

Reframing Problems into Opportunities 44

ORGANISATIONAL EXCELLENCE

Creating and Implementing Balanced Scorecards 46

Advanced Balanced Scorecard Training - Linking Key Performance Indicators to Strategic Goals

47

Communities of Practice 48

Enterprise Risk Management - An Introductory Course 48

Enterprise Risk Management - Advanced Course 49

Introduction to Benchmarking using ‘T.R.A.D.E.’ Methodology 50

Knowledge Management Workshop 51

Appreciation of ISO 9001 Quality Management System (Level 1)

52

Effective Quality Management through ISO 9001:2008 (Level 2)

52

ISO 9001:2008 Process-based Internal Audit (Level 3) 53

ISO 9001:2008 Lead Auditor / Auditor Training (Level 4) 54

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OFFICER

[DIVISION 3 - 4]


[DIVISION 1 - 2]

FIRST LINE MANAGER

[DIVISION 1]

MIDDLE MANAGEMENT

[DIVISION 1]

SENIOR MANAGEMENT

[DIVISION 1]

OFFICER

[DIVISION 3 - 4]


[DIVISION 1 - 2]

FIRST LINE MANAGER

[DIVISION 1]

MIDDLE MANAGEMENT

[DIVISION 1]

SENIOR MANAGEMENT

[DIVISION 1]

Workshop on Emotional Intelligence WEQ30 Pg. 29 Be an Effective Ambassador for Your Organisation

YEA10 Pg. 10 Coaching to Enhance Teamwork and Performance

CTP10 Pg. 12

Human Resource Management Essentials for HR Officers in Supporting Roles

IMM23 Pg. 29 Becoming the CEO of my Work and Life CEO10 Pg. 11 Facilitating Large Group Interventions FLG10 Pg. 13

ToP™ Group Facilitation Methods GFM10 Pg. 22 ToP™ Group Facilitation Methods GFM10 Pg. 22

Human Resource Planning HRP10 Pg. 16 Human Resource as a Strategic Partner HSP10 Pg. 15

Job Analysis and Evaluation Workshop JAE10 Pg. 26 The Art and Science of Facilitation LBL10 Pg. 27


STBAS Pg. 34 Manager as a Facilitator FAM10 Pg. 17

Appreciative Inquiry at Work AIW10 Pg. 33 Leading a Multi-Generational Team MMG10 Pg. 18

Change the Way We See and Work CWS10 Pg.34 Managing Staff Performance Using the AIM Model for Supervisors

MPA10 Pg. 20

Dialogue: The Art of Group Conversation DIA10 Pg. 35 Selection Interview - Competency Based Skills & Techniques (Using AIM)

SCB10 Pg. 21

Managing the Human Side of Organisational Change MCE10 Pg. 40 Understanding and Managing Older Employees

UMO10 Pg. 23

Thinking and Learning from Experience Using PRAXIS DLT10 Pg.43 Advanced Systems Thinking for Leading Change

STADV Pg. 32

The Art and Science of Facilitation LBL10 Pg. 27 Graduate Diploma in Change Management: Leading and Sustaining Change through Organisational Learning

LSC108 Pg. 36

Enterprise Risk Management - An Introductory Course BRM12 Pg. 48 Making Sense of Complexity in a Dynamic Environment

COMPS Pg. 39

Introduction to Benchmarking using ‘T.R.A.D.E’ Methodology

BEN10 Pg. 50 Manager’s Role in Capacity Building CAP10 Pg. 40

Knowledge Management Workshop KMW10 Pg. 51 Organisation Development Tools for Managers

FOD10 Pg. 41

The Supervisor’s Role in Navigating Continuous Change

NCC10 Pg. 42


KPI10 Pg. 47

Creating and Implementing Balanced Scorecards

BSC10 Pg. 46

Enterprise Risk Management - Advanced Course

ARM12 Pg. 49

OFFICER [DIVISION 3 - 4]

• Supports administrative matters

SENIOR EXECUTIVE & EXECUTIVE [DIVISION 1 - 2]

• Individual contributor• May hold supervisory role

FIRST LINE MANAGER[DIVISION 1]

• Supervises a team of officers• In charge of day-to-day operations

PROGRAMME MAP #

# As a guide, here are some programmes mapped for the Officers (Division 3-4), Senior Executives & Executives (Division 1-2) and First Line Managers (Division 1).For more information on other programmes, please refer to the ‘Content’ page.

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All information is correct at the time of print and is subject to change without prior notice. Visit us at www.cscollege.gov.sg for more course information and updates.


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Be an Effective Ambassador for Your Organisation

Objectives

By the end of this course, you will be able to:• Project a professional image to the people you meet and interact with at recruitment / networking events • Leave a positive and memorable first impression • Make small talk with potential candidates that lead to effective follow- ups • Develop and deliver a 5 to 10 minutes spiel that generates curiosity and interest for careers within your organisation • Tackle various scenarios and difficult people whom you may encounter during the event succesfully• Leverage on your marketing collaterals to help you engage your audience

Outline

• Key Qualities of an Ambassador - Mindset and traits of an effective ambassador - Key challenge faced at recruitment and networking events • First Impression Counts - Creating a positive first impression - Projecting a professional image

• How To Create Rapport, Build Trust and Establish Credibility - Make small talk that lead to meaningful conversations - Build trust and rapport

• Generating Your 5 Minute Spiel - Generate curiosity and interest by creating a 5 minutes spiel - Tackle various scenarios and difficult people during the event

• Tackling Real Life Situations - Techniques for tackling challenges faced in recruitment and networking events

• Effective Networking with potential candidates - Dos and don’ts of networking - Generate curiosity and interest through conversations

Target Audience

Especially relevant for Division 1 officers who need to make recruitment decisions and interact effectively with people at recruitment or networking events.

Course Code: YEA10

Duration: 1 day

Fee$342.40 per participant (inclusive of 7% GST).

With effect from1 April 2012

$422.65 per participant (inclusive of 7% GST).

Lunch will be provided. Absentees will be charged the full fee.

Course AdministratorName: Helen TanContact No.: 68741766Email: [email protected]

Becoming the CEO of my Work and Life

Objectives

This course seeks to help you understand your Work Styles ProfileTM, stress triggers and make adjustments to your lives in order to experience the sense of achievement and satisfaction to become the CEO of your work and life.

By the end of this course, you will be able to:• Review and redefine what work-life balance is • Understand your own personality and work style – Flexstyles© • Examine personal triggers that cause the greatest stress (at work) • Make small changes to lower stress and increase worklife harmony • Negotiate a new Flexstyles© - to achieve work-life harmony Outline

• Principles for shaping your personal work-life • Understanding yourself – your life bucket • Understanding yourself – your Work Styles ProfileTM • Identifying your stress triggers and managing your stress • Understanding trade-offs and tailoring changes to different Flexstyles© • Changes everyone can make to improve quality of life • MOVING FORWARD – Personal Action Plan to make sustainable changes

Course Code: CEO10

Duration: 2 days

Fee$502.90* per participant (inclusive of 7% GST).

Ministries and Statutory Boards will pay $361.90 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST, i.e. $141.

Grant is subject to change. Absentees will be charged the full fee.

*Fee includes the Work Styles ProfileTM. Participants will receive a comprehensive report of their personal Flexstyle© after completion of the assessment online.


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Coaching to Enhance Teamwork and Performance

Objectives

By the end of this course, you will be able to:• Recognise the importance of coaching by managers/team leaders/ supervisors to improve individual divisional and team performance • Apply the coaching process, coaching conversation and core coaching skills • Design and structure internal coaching relationships • Apply the GROW coaching model and discuss coaching styles • Develop a personal coaching action plan to become a manager coach at work

Outline

Part 1: 2-day workshop• What is coaching? • Great Managers Coach! • The Mind and Heart of a Manager-Coach • Understand and develop the coaching relationship • Create a coaching environment • Learn to conduct a coaching conversation using the GROW coaching model • Coaching Skills (listening, questioning, giving & receiving feedback, affirming, inviting change) • Develop a coaching structure in your team • Map a personal coaching action plan and review • Explore coachability and coaching styles – its influence on the coaching relationship • Inter and intra generational coaching

Part 2: 0.5-day post-course workshop• Accountability and review of Personal Coaching Action Plan • Identify and share progress and pitfalls • Review, Q&A discussions on structure of coaching relationships, coaching conversations and skills • Coaching tools to initiate coaching conversations • Understand the stages of change • Explore alternative coaching models

Target Audience

Especially relevant for Division 1 supervisors and managers.

Course Code: CTP10

Duration: 2.5 days


Ministries and Statutory Boards will pay $373.45 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST, i.e. $145.50.




Grant is subject to change. Absentees will be charged the full course fee.

Course AdministratorName: Milton PangContact No: 68741915Email: [email protected]

Facilitating Large Group Interventions

Objectives

By the end of this course, you will be able to:• Identify your role and skills required as a facilitator• Apply the principles of Appreciative Inquiry in designing a large group intervention to achieve intended goals and outcomes • Apply the Dialogue Process in groups to examine assumptions about the nature of problems in the workplace and create new meaning collectively • Apply principles of Accelerated Learning to better engage group members in the facilitation process

Outline

• The role of the facilitator - Key roles of an effective facilitator - Working with limiting beliefs, attitudes and mindset - Creating and maintaining an environment in which each person thrives, contributes and is heard - Maintaining supportive group dynamics

• Design principles for facilitating a large group intervention - Accelerated Learning Cycle Principles - Surfacing what people know, think and feel about the topic to be dealt with - Celebrating success, showing appreciation, reflection and thinking forward - Designing session that help participants effectively create, innovate, problem solve, and find solutions and actions that “stick”

• Before, during and after the meeting - Appreciative Inquiry - Engaging the participants before the meeting - Expanding the learning throughout - Moving from problem to goal-orientation

• Discovery through dialogue and reflection - Dialogue Process - Dealing with contentious issues - Preparing each person to think and act coherently

Target Audience

Especially relevant for Division 1 Reporting officers, individuals. HR officers, change agents, OD personnel, officers involved in strategic planning sessions or those who want to level up their facilitation execution skills.

Course Code: FLG10

Duration: 2 days

Fee$829.25 per particpant (inclusive of 7% GST).


$1,053.95 per participant (inclusive of 7% GST).

Absentees will be charged the full fee.


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Human Resource Management in the Civil Service

Objectives

Part 1: e-Learning CourseBy the end of this course, you will be able to:• Understand and explain the definitions and terminology of different Human Resource (HR) functions in the Civil Service • Apply the principles and policies of Civil Service human resource management • Apply the relevant sections of IM2 and other operating guidelines to address operational issues

Part 2: Classroom TrainingBy the end of this classroom training, you will be able to:• Apply the principles and policies of Civil Service HR management during case-based learning • Discuss the current HR issues in the Civil Service/Public Service

Outline

Part 1: e-Learning Course• Module 1: Overview of Human Resource Management (HRM) • Module 2: Appointment and deployment • Module 3: Compensation and benefits • Module 4: Performance management • Module 5: Exit management and superannuation schemes • Module 6: Disciplinary procedures • Module 7: Course assessment

There will be an assessment at the end of the e-Learning course and participants need to get at least an 80% passing rate to complete the course.

Part 2: Classroom Training• Overview of HRM in the Civil Service • Case study on HRM issues • Dialogue session on challenges faced by HR practitioners in the Public Service

Target Audience

Especially relevant for Division 1 officers performing Human Resource function.

Course Code: HRM12

Duration: 1 day + 6 hours of e-Learning





Human Resource as a Strategic Partner

Objectives

By the end of this course, you will be able to:• Grasp how the Strategic Partnership model of Human Resource (HR) differs from the traditional model • Be aware of the nature and importance of the Strategic Business Partner role • Understand processes involved in designing a strategic approach • Know what skills and competencies are required to build HR capability and credibility • Identify key stakeholders and determine how to work with them successfully • Demonstrate how HR adds value • Appreciate what it takes to bring about strategic change

Outline

• Drivers for change and the criticality of HR • A model of HR’s transformation journey to Strategic Business Partnership • How HR creates value, and for whom • HR practices and processes that create value • HR functional competencies • HR’s new mandate • Senior managers role in HR’s new mandate • The process of HR transformation • Mapping HR’s journey - Being clear about what we mean by strategic HR - Measuring HR’s impact - Building organisational capability and performance - How HR works with the business - How HR adds value - Developing HR’s own capability and credibility - How HR might be organised • Creating the case for change

Target Audience

Especially relevant for HR managers and other Division 1 officers performing Human Resource function.

Course Code: HSP10

Duration: 2 days




Course AdministratorName: Wayne HoContact No.: 68741781Email: [email protected]

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Human Resource Planning

Objectives

By the end of this course, you will be able to:• Extrapolate the impact of business strategy on human resource requirements • Forecast the consequences of labour market trends and labour turnover data • Identify strategies to achieve a desirable human resources future • Develop plans for staff recruitment, deployment, retention and development • List and use data sources in support of human resource planning Outline

• Trends in strategic human resource management • Human resource planning framework and model • Linking human resource plans with business plans • Impact of business plans on the demand for human resources • Determining manpower requirements • Analysing manpower supplies, wastage and the labour market • Developing manpower strategies • Planning careers

Target Audience

Especially relevant for HR managers and other Division 1 officers performing Human Resource function.

Course Code: HRP10

Duration: 2 days




Manager as a Facilitator

Objectives

By the end of this course, you will be able to:• Understand the nature of facilitation and the role of the manager as a facilitator • Describe the basic principles and how to design effective facilitation • Identify the interventions and skills used in facilitation • Identify the use of self as an instrument of learning and change • Identify the difficult situations faced in facilitation of groups Outline

• Management and facilitation - Role of leader, manager and facilitator - Core values of facilitation - Functions of a facilitator

• Principles and Design - Learning and change - Group dynamics - Design of process - Structuring groups

• Group session facilitation – Design - Climate setting - Ice-breakers and energisers

• Group session facilitation – Intervention - Maximising participation - Balancing discussions - Questioning techniques

• Honing communication skills re-visited - Listening - Feedback - Defensive communication

• Using self as instrument - Facilitation competencies - Best/worst practices - Facilitation leadership styles

• Facilitating meetings - Content and process - Discussion and closure - Role play and debrief

• Handling difficult situations - Preventing difficult situations - Handling feelings - Encouraging positive behaviour

Course Code: FAM10

Duration: 2 days




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Leading a Multi-Generational Team

Objectives

By the end of this course, you will be able to:• Recognise the current and future demographics in the workforce • Distinguish the key differences and similarities across the generations in the workplace • Understand the expectations of each generation and their working styles • Develop the skills and practices needed as a supervisor/manager to manage a multi-generational workforce

Outline

• Broad groupings and typical working styles of the main generations in the workforce • Key differences and similarities across the generations • Ability to manage multi-generation work teams in the organisation • Skills required as a multi-generation supervisor/manager to: - Leverage the strengths of different generation workers to achieve common goal - Motivate the different generations in the way they want to be rewarded • Research on what makes a good manager for the new generation that can be used to enhance a multi-generational team • Develop an action plan in developing the skills needed

Target Audience

Especially relevant for Division 1 officers with supervisory or managerial responsibilities.

Course Code: MMG10

Duration: 2 days

Fee$599.20 per particiant (inclusive of 7% GST).



Managing My Performance at Work Using the AIM Model

Objectives

By the end of this course, you will be able to:• Understand the Civil Service Performance Management Cycle and the concept of managing your own performance • Use personal strengths to achieve performance goals • Engage your supervisors to improve your own performance • Practise effective ways of asking and receiving feedback on your performance • Develop an action plan to manage performance

Outline

Part 1: e-Learning Course• Overview of Performance Management and the AIM model• Introduction to the AIM model• Using the AIM model for appraisal• Beyond Appraisal

It is compulsory to complete the 1.5-hour e-Learning course before the classroom training. Participants who does not attend the e-Learning course will not be allowed to attend the classroom session.

Part 2: Classroom Training• Concept of “performing” and “managing performance” • Concept of strengths-based thinking on performance • Personal ownership of performance management issues • Expanding possibilities at the workplace • Managing expectations and personal values about work and performance • Ways to manage competing demands and expectations • Skills to engage the supervisors in the workplace • Skills to manage the performance review session • Skills to solicit feedback and receive feedback • Ways to sustain performance and to stay engage • Personal commitment and action planning on performance goals

Target Audience

Especially relevant for non-supervisory Division 1 officers.

Course Code: MPW10

Duration: 2 days + 1.5hours of e-learning


Ministries will pay $253.65 (inclusive of 7% GST) per participant. PSD will co-fund 50% of the fee before GST, i.e. $222.50.



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Managing Staff Performance Using the AIM Model for Supervisors

Objectives

By the end of this course, you will be able to:• Explain the rationale, philosophy and principles of the performance management system in the Civil Service • Appreciate performance management through the lenses of People, Policies and Processes • Acquire a consistent conceptual frame of reference in the AIM Model appraisal and effectively manage the performance and potential of your officers • Apply the four phases in the performance management cycle to motivate and improve performance • Develop the capabilities and enlarge the capacities of your supervisees

Outline

Part 1: e-Learning Course• Understand the philosophy and principles underpinning the performance management system in the Civil Service • Understand and apply the principles and policies to assess and manage the performance of your officer in a fair and rigorous manner • Understand the performance management cycle and draw up a development plan to facilitate the development of officers

It is compulsory to complete the 1.5-hour e-Learning course before the classroom training. Participants who does not attend the e-Learning course will not be allowed to attend the classroom session.

Part 2: Classroom Training• Philosophy and Principles of the Civil Service Performance Management System • Elements of Performance Management – People, Policies and Processes • The Roles of Supervisors & Team, Needs and Aspirations of Officers • Understanding the AIM Model • The Performance Management Cycle • Planning Phase: SMART Targets • Monitoring Phase: Listening, Questioning and Feedback Skills, ORCE Model • Evaluating Phase: Using AIM Model in the appraisal and development process • The Appraisal Process • Outcomes of Evaluation, Ranking, Rewards and Recognition • Dialogue with PSD Representative • Evaluating Phase: Pitfalls to Avoid in Performance Appraisal • Growing Phase: Using AIM for Appraisal, Development Planning, Career Development Planning • Managing Under Performance and Handling Disagreement • Partnering Human Resource

Target Audience

Especially relevant for:• Division 1 new supervisors who are appraising their staff using the AIM model• Mid-career supervisors who are new to the AIM model• Officers who have been in the Service for 2-3 years and have recently taken up a supervisory role.

Course Code: MPA10

Duration: 2 days + 1.5 hours of e-Learning

Fee$679.45 per participant (including 7% GST).

Ministries will pay $361.95 (inclusive of 7% GST) per participant. PSD will co-fund 50% of the fee before GST, i.e. $317.50.



Positive Conversations for Positive Performance

Objectives

By the end of this course, you will be able to:• Design your performance conversations using positive methods• Engage in conversations that affirm your staff’s strengths and contributions while addressing their key areas of improvement• Adapt and apply varied conversation tools in a multi-generational team• Frame your future performance conversations and practices as an ongoing process

Outline

• Recognise how our frames influence perceptions and behaviours• Reframing the Performance Conversation: The use of Feedback to Feed- Forward• How to design a Positive Performance Conversation• How to conduct a Positive Performance Conversation

The course will use discussions, videos, experiential role-plays and peer coaching so that participants will gain a practical experience at conducting positive performance conversations.

Target Audience

Especially relevant for Division 1 managers and supervisors preferably with at least 1 year of supervisory experience.

Course Code: PLS10

Duration: 1 day






Selection Interview - Competency Based Skills & Techniques (Using AIM)

Objectives

By the end of this course, you will be able to :• Appreciate the overall recruitment process and preparation of an interview plan • Understand the fundamentals of competency-based interviews • Establish the business need for a required position and the desired critical competencies and qualities derived from AIM • Apply questioning and listening techniques to assess the critical competencies, qualities, personal factors, behavioural traits and thinking skills of the candidate • Conduct interviews professionally to recruit the right person for the organisation Outline

• The recruitment and interviewing process • Preparing for the interview • The Art of Questioning • The Art of Listening • Developing competency-based interview questions • Evaluating AIM competencies, qualities, personal factors, behavioural traits and body language • Avoiding interviewing biases

Target Audience

Especially relevant for Division 1 HR professionals and line managers who are new to conducting selection interviews (Note: This course is specially designed for officers who conduct selection interviews based on the AIM model.)

Course Code: SCB10

Duration: 2 days



Grant subject to change. Absentees will be charged the full fee.


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TOPTM Group Facilitation Methods

Objectives

By the end of this course, you will be able to learn and practise the four ToPTM Group Facilitation Methods:• The ToP™ focused discussion process• The ToP™ consensus workshop method• Generating ideas and solutions – Facilitation methods for divergent and convergent thinking• Dealing with difficult situations and behavaiours

Outline

• The ToPTM focused discussion process - How to conduct purposeful, productive meetings and discussions - Capture a group’s best thinking - Surface new ideas and solutions - How to ask questions that stimulate candid feedback and discussion

• The ToPTM consensus workshop method - Involve both rational and intuitive processes - Integrate diverse ideas - Generate practical and creative solutions - Develop group consensus

• Generating ideas and solutions – Facilitation methods for divergent & convergent thinking - ToPTM trends analysis - Converge ideas from large-group work - ToPTM organisation historical scan

• Dealing with difficult situations and behaviour

• Learn to handle the following situations: - When an argument erupts - When one person dominates - When the participants challenge the process - When they challenge you - When everyone is silent - When the process just doesn’t seem to be working

Target Audience

Especially relevant for Division 1 officers, managers, supervisors and HR personnel.

Course Code: GFM10

Duration: 2 days




Understanding and Managing Older Employees

Objectives

By the end of this course, you will be able to:• Acquire the knowledge and skills to manage older employees and maximise the contributions of older employees in your organisation • Understand and better appreciate the needs, issues and challenges faced by older employees • Acquire essential skills to manage, motivate and engage older employees in your team more effectively • Advise and carry out conversations with older employees to guide them in decisions concerning re-employment after age 62 • Assist older employees in planning for their golden years so that they can continue to live an active, productive and meaningful life after retirement Outline

• Understanding older employees - Understanding the aging process - Needs, priorities and concerns - Life/career goals

• Managing older employees - Strengths and value of older employees at the workplace - Motivating and encouraging older employees - Managing the performance of older employees

• Employment for older employees - Re-employment options - Transition and adaption to a new role, new job or new work environment - Advising and counselling older employees for re-employment

• Helping older employees who are approaching retirement - Retirement planning - major issues and concerns - Social, psychological, financial and health aspects

Target Audience

Especially relevant for supervisors and HR professionals who manage older employees, especially those who are involved in assisting and supporting older employees in transiting to their next phase of life/career.

Course Code: UMO10

Duration: 2 days


Ministries and Statutory Boards will pay $381.15 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST i.e. $148.50.



Ministries and Statutory Boards will pay $404.25 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST i.e. $157.50.



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Emotional Intelligence - The Key to Leading Performance

Objectives

By the end of this course, you will be able to:• Understand the importance of Emotional Intelligence (EQ) in organisations• Know your own EQ profile using a leading EQ assessment tool, available only to certified users• Create a personal EQ development strategy based on your own EQ profile Outline

• What is Emotional Quotient (EQ)

• EQ vs. Intelligence Quotient (IQ) - The Emotional Intelligence model

• EQ in organisations - How EQ can affect performance - The business case for EQ and how it impacts the bottom line

• EQ and talent management - Role of EQ in attracting, engaging and retaining talent

• EQ and the individual - How EQ is measured in individuals - Individual EQ assessment: Bar ON EQ-I - Which EQ skills are most vital in your job - Development strategies for improving your own EQ skills

Course Code: EQS12

Duration: 2 days




Engaging Employees through Professional Feedback

Objectives

By the end of this course, you will be able to:• Establish contact-in-relationship for engaging employees • Face the challenge of giving and receiving professional feedback • Attain self-mastery behavioural micro-skills • Increase skills and knowledge in managing criticism • Acquire coping skills when receiving negative feedback Outline

• Definition and purposes of feedback with reference to the AIM model • Positive and negative feedback • Rapport building to increase engagement • Five behavioural micro-feedback skills including attending; listening (3 levels); paraphrasing; observe non-verbal behaviour, learning body language (non-verbal communication); and handling criticism.

Target Audience

Especially relevant for all Division 1 and 2 officers who are: • Experienced managers, supervisors and team leaders• Newly promoted managers/supervisors who want to develop their feedback skills• Interested to learn how to effectively engage others in the feedback process

Course Code: PFB12

Duration: 1 day


Ministries and Statutory Boards will pay $342.65 (inclusive of 7% GST) per participant. PSD will co-fund 30% of the fee before GST, i.e. $133.50.






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Job Analysis and Evaluation Workshop

Objectives

By the end of this course, you will be able to:• Identify the best ways to collect information on jobs • Express job descriptions appropriately for consistent and fair evaluation • Understand how the Hay Group Guide Chart is used to perform job evaluations

Outline

• Content of Job and Job Analysis • Approaches in preparing Job Descriptions • Uses of Job Descriptions • Writing a clear and concise Job Description • Vetting Job Descriptions • Interview tips for interviewing job holders • Background and concepts of the Hay Job Evaluation Methodology • Ground Rules of Job Evaluation • The Hay Group Guide Chart - Profile method of Job Evaluation • Performing quality checks of Evaluations • Concept of Sore Thumbing • Uses of Job Evaluation

Target Audience

Especially relevant for Division 1 & 2 officers who are responsible for job grading exercises for their agencies.

Course Code: JAE10

Duration: 2 days




The Art and Science of Facilitation

Objectives

By the end of this course, you will be able to:• Apply the Accelerated Learning cycle effectively to make learning more effective and efficient, reduce the time in classroom and impact the effectiveness on the job • Design and create a learning environment that support a powerful learning experience and help learners to build skill and competency quickly and easily • Use the principles of Accelerated Learning in ways that support the enrolment of learners in their learning and support learner autonomy and continuous improvement on the job • Support the creation of a learning culture, learners’ identification with the company and its values, and the desire to make a difference each day on the job by applying what they have learnt

Outline

• Introduction to Accelerated Learning - Key elements - Principles and Applications

• Working with Limited Beliefs - Tapping into Potential - Recognise limiting beliefs - Reframe and shift limiting beliefs

• The Learner Preparation and Connection Phase - Prepare learners mentally, physically and psychologically for the learning to come - Connect to and build on what learners already know

• Pillars of Accelerated Learning - Using Music and the Arts to support learning - Principles of Discovery Learning - Principles of Activation Learning

• The Accelerated Learning cycle - Explore ways for learners to continue learning and sharing learning back at work

Course Code: LBL10

Duration: 2 days

Fee$1,016.50 per participant (inclusive of 7% GST).


$1,021.85 per participant (inclusive of 7% GST).



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HRM in the Civil Service

Objectives

By the end of this course, you will be able to:• Understand and explain the definitions and terminologies of different human resource (HR) functions in the Civil Service • Apply the principles and policies of Civil Service human resource management • Implement the procedures for different human resource functions with minimal guidance • Apply the relevant sections of IM2 and other operating guidelines to address operational issues • Have a better understanding of the current HR issues in the Civil Service/ Public Service

* HR Officers please register for ‘Human Resource Management in the Civil Service for Division 1 Officers’ (Course code - HRM12) instead.

Outline

• Module 1: Overview of HRM• Module 2: Appointment and Deployment• Module 3: Compensation and Benefits• Module 4: Performance Management• Module 5: Exit Management and Superannuation Schemes• Module 6: Disciplinary Procedures• Module 7: Course Assessment

Target Audience

Especially relevant for non-HR Officers in Division 1 and 2.

Course Code: OAHRM2

Duration: 6 hours Learners will be given 3 months across duration to complete the course.

Learners can print an online IPAM Certificate of Accomplishment after completion of the course.


Full fee will be charged once registration has been processed.

Course AdministratorPlease email [email protected] for more information.

elearning Human Resource Management Essentials for

HR Officers in Supporting Roles

Objectives

By the end of this course, you will be able to:• Acquire an overview of the HRM principles and philosophy• Gain basic knowledge of the Instruction Manual (IM) No. 2• Identify and use online resources available in the Government Intranet (i.e. IM, HR Portal, efficient retrieval of Shared know-How (FISH) Template) for HR related issues

Outline

Part 1: e-Learning Course• Module 1: Overview of HRM• Module 2: Appointment and Deployment• Module 3: Compensation and Benefits• Module 4: Performance Management• Module 5: Exit Management and Superannuation Schemes• Module 6: Disciplinary Procedures• Module 7: Course Assessment

There will be an assessment at the end of the e-Learning course.Participants need to get at least an 80% passing rate to complete the e-learning course before proceeding to the classroom session.

Part 2: Classroom Training• Overview of HRM in the Civil Service• Case Study on HRM issues• Resources available in the HR portal (IMs, FISH template)

Target Audience

Especially relevant for Division 2 and 3 officers performing the Human Resource function.

Course Code: IMM23

Duration: 2 days

Fee$620.60 per participant (including 7% GST).

Ministries and Statutory Boards will pay $330.60 per participant (including 7% GST). PSD will co-fund 50% of the fee before GST, i.e. $ 290.



Workshop on Emotional Intelligence

Objectives

By the end of this workshop, you will be able to:• Ask the right questions to get the right answers • Improve interactions with others • Influence one’s actions resulting in better interpersonal interaction• Increase understanding on work motivation and job satisfaction

Outline

• Discovering how emotions affect interpersonal relationships • Having a clear understanding of how our behaviour affects others • Managing anger and stress – Change your moods • Developing better rapport in communication• Identifying, managing and expressing feelings • Building self-awareness

Course Code: WEQ30

Duration: 2 days





Course AdministratorName: Milton PangContact No.: 68741915Email: [email protected]

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Advanced Systems Thinking of Leading Change

Objectives

By the end of this course, you will be able to:• Use Systems Thinking skills to create more effective long-term plan • Understand the advanced tools and techniques of Systems Thinking for strategic planning and problem solving • Apply Systems Thinking to create effective longer term strategies

Outline

• Advanced System Structure

• Family Tree of Systems Structures - Powerful framework or checklist for effective longer term planning

• The Ice-Berg Process - Integrating tools of Systems Thinking for strategic problem solving

• Theory of Business - Basis of measurement systems

• Systems Thinking and the Learning Organisation Framework

* Pre-requisite: Basic Systems Thinking Course (STBAS)

Target Audience

Especially relevant for managers and supervisors.

Course Code: STADV

Duration: 2 days

Fee$749 per participant (inclusive of 7% GST).





Appreciative Inquiry at Work

Objectives

By the end of this course, you will be able to:• Develop an action plan to put together the methodology, practice and values of Appreciative Inquiry for the organisation • Utilise storytelling as a way of making meaning • Be able to shift a conversation from a problem framework to an appreciative perspective

Outline

• The Appreciative Inquiry process for systemic change • Relationship of Appreciative Inquiry to other methods of planned change • The social construction of reality - how we create our worlds • Create meaning through stories • Use of language and the creation of meaning - the language of creation vs. the language of deficit • The value of provocative propositions • Appreciative perspective applied to day to day thinking • Principles governing appreciative approaches to change • Case studies of Appreciative Inquiry projects • What does it take to make Appreciative approaches work

Target Audience

Especially relevant for managers, HR & OD practitioners responsible for designing, and implementing change initiatives.

Course Code: AIW10

Duration: 2 days








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Change the Way We See and Work

Objectives

By the end of this course, you will be able to:• Appreciate the power of Mental Models in driving or limiting our actions and results • Surface, challenge and reframe critical beliefs that underlie our current actions • Uncover value systems that are responsible for many of our conflicts in times of change • Align value systems to minimise conflicts • Learn to use different frames of seeing to look at situations more holistically

Outline

• How beliefs drive our actions for better or for worse • How to uncover our mental models • How to reframe mental models using the 3-C approach • How to use questions to activate and sustain mindsets • How conflicts are caused by misalignment of value systems • How to uncover value systems using a 3-Step approach • How to align value systems to eliminate conflict using the 3-R approach • How to recognise and apply multiple frames of thinking

Target Audience

Especially relevant for Division 1 officers who wish to use different frames of seeing to respond to today’s challenges.

Course Code: CWS10

Duration: 2 days


Absentees will be charge the full fee.



Objectives

By the end of this course, you will be able to:• Identify high leverage points within the systems you manage to take more effective actions and strategies • Create strategies to sustain your actions and strategies over time to grow the results you want • Anticipate unintended consequences of your actions

Outline

• Basic concepts of Systems Thinking • Reinforcing loops - The reason for dramatic success or failure! • Finding leverage using the 5 Whys • Balancing loops - The reason for resistance to change • MARS and TFD • Fixes that fail • Shifting the burden• Iceberg planning process Preview

Target Audience

Especially relevant for managers and supervisors.

Course Code: STBAS

Duration: 2 days






Culture Development Programme for OD Practitioners

Objectives

By the end of this course, you will be able to:• Gain clarity on what organisational culture is and the different levels of manifestation• Identify the behaviours which support the development of a desired organisational culture• Apply a systematic approach in developing the desired organisational culture

Outline

• Importance of organisational culture - Individual level motivation - Organisational level motivation

• Components of culture development - Three levels of organisational culture - Vital behaviours

• Culture Development Approach - 5-step approach to guide thinking on developing organisation culture

Target Audience

Especially relevant for OD practitioners who perform OE-related work such as SQC and total quality management or PS21-related work. (Participation in the programme is by nomination only.)

Course Code: CDB10

Duration: 2 days





Course AdministratorPlease email [email protected] for more information.

Dialogue: The Art of Group Conversation

Objectives

By the end of this course, you will be able to:• Use the tool of dialogue to examine assumptions about the nature of problems and issues in the workplace • Conduct group conversations so that “shared meaning can flow” and new learning can emerge• Surface and examine core beliefs while engaged in conversations • Shift a conversation from a problem framework to an appreciative perspective • Prepare an application plan for bringing skills learned to the workplace

Outline

• The basic vocabulary of dialogue • Dialogue - a tool and way of being • The four Cs of trust • Practising dialogue • Suspending judgements, assumptions and certainty • Framing the deeper questions • The appreciative inquiry process for systemic change • The language of creation vs. the language of deficit • An appreciative perspective applied to day-to-day thinking • Principles governing appreciative approaches to change • Applications of dialogue to family life, organisational learning and social issues • Application Planning - How can we take these skills to the workplace

Target Audience

Especially relevant for managers, HR and OD practitioners responsible for designing and implementing change initiatives.

Course Code: DIA10

Duration: 2 days





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Graduate Diploma in Change Management: Leading and Sustaining Change through Organisational Learning

Objectives

This course aims to develop change facilitators who can lead and sustain organisational change efforts in their organisations. By the end of this course, you will be equipped with the tools and processes to help organisations to:• Develop capacity in clarifying the desired future of your organisation’s change initiatives • Develop capacity in understanding current reality of your organisation’s change initiatives • Identify directions for change • Identify leverage points for change efforts and interventions • Engage the commitment of stakeholders so that the change is sustainable

Outline

Design and MethodologyThe course is designed based on the following principles:• It will be application oriented. You will use a change project from your organisation as a reference. • The frameworks and principles shared during the course will be related to how they have been applied in organisations. • The learning will be an interactive process. You will have ample opportunities for group conversations and case studies.

Applying the five disciplines from Peter Senge’s learning organisation framework, you will learn to identify leverage points for organisational change and interventions. You will apply the tools and processes to actual change management projects and learn to lead and sustain change successfully in your organisation. There will be assignments and intersessions between each module to anchor the understanding of how the ideas and frameworks can be translated to real-life situations and to sustain the learning.

Features• Learning journeys to Singapore organisations using Organisational Learning • Practitioners’ sharing sessions • Hands-on experience through working on an actual change management project • Participation of Organisations Sponsors

Structure• This 9-months course is structured into: - Five modules - One project scoping session with sponsors and participants

Target Audience

Especially relevant for HR and OD practitioners, managers, assistant directors, deputy directors, directors or school leaders, who are responsible for leading, designing, and/or facilitating change initiatives in their organisations.

Course Code: LSC108

Duration: 9 months

Fee$19,902 per participant (inclusive of 7% GST).

(Organisations will be billed by per module at the end of each of the five modules). This fee covers all required materials, lunches and refreshments.

Once the nominee has been selected, and the department confirms nominees’ participation in the programme (a letter of confirmation will be sent to the department), the full charging applies.

As this programme requires a high level of commitment in fixed costs, the full programme fee is chargeable even if a participant absents or withdraws himself from the whole or part of the programme.


Leading through Conversation

Objectives

By the end of this course, you will be able to:• Discover the range of conversational strategies needed for productive conversation • Map your own conversational pattern • Develop your ability to use productive strategies (Offer, Yield, Advances, Staying in the Moment, etc.) • Apply productive strategies to (i) partnership coaching, (ii) difficult conversations, and (iii) managing change

Outline

• Why conversation is crucial to leadership relationships • Understanding the conversational “container” • Using improvisational exercises to understand conversational patterns • Coaching conversation • Difficult conversations in “high stakes” situations (using role-play to build skills) • Leading change through conversations: the “change game” • Creating a personal development plan for improved leadership capability

Target Audience

Especially relevant for managers and executives who want to develop an understanding of their personal conversational patterns and how they can extend their range of conversational strategies.

Course Code: LTC10

Duration: 2 days


Ministries and Statutory Boards will pay $462 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST, i.e. $180.



Leading with Presence

Objectives

By the end of this course, you will be able to:• Identify personal challenges to “being in the moment” and use strategies to counter them • Use the “Yes, and…” principle in conversation and relationships • Outline a range of leadership roles and identify a personal preference • Build empathetic relationships with others • Express yourself in ways that inspire and motivate others • Express your passionate purpose in compelling and congruent ways • Engage in a regular process of self-reflection • Articulate personal leadership values

Outline

• What it means to ‘Lead with Presence’• Understanding how to “Become present”: Exercises in focusing and responding to situations with flexibility • “Reaching out” to others: Practice exercises in empathy, listening and authentic connection • “Expressing” yourself effectively: Dramatic exercises in using words, voice, body and face to deliver a congruent message • Using stories to convey passionate purpose • “Self-knowing”: developing reflective practice, articulating values and inspiring others

Target Audience

Especially relevant for Division 1 leaders who want to foster change and achievement in others.

Course Code: LWP10

Duration: 2 days





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Learning from Conflict

Objectives

By the end of this course, you wil be able to:• Rationalise how unconsciously held values contribute to conflict • Recognise the process by which differences in values generate conflict • Use polarity maps to chart the values involved in a conflict • Identify the values that lie behind particular conflicts • Use values and polarities to describe the nature of your organisation’s culture • Communicate with others in a way that does not increase their resistance to proposed change • Develop strategies for reconciling opposed values and building sustainable change

Outline

• The need for a “living systems” approach to conflict • Understanding how values, dilemmas and polarities contribute to conflict • Experiencing the “polarity journey”; using conflict to understand personal values • Creating polarity maps to describe opposing values • Using polarity maps when inviting collaboration: improving communication • Developing strategies to reconcile complex challenges • Developing meaningful values statements

Target Audience

Especially relevant for Division 1 officers who want to understand why dilemmas generate conflict, how dilemmas can help to understand organisational culture, and how they can navigate through conflict to bring about sustainable change.

Course Code: LFC10

Duration: 2 days






Making Sense of Complexity in a Dynamic Environment

Objectives

By the end of this course, you will be able to gain an appreciation of a complex system, its implications and associated management approaches. • Define Complexity Theory • Identify complex issues that are common in the public sector • Acquire tools and methods to design strategies in any context, including innovation • Gain skills on formulating leadership development programmes • Improve understanding of citizen, customer and employee attitudes and value

Outline

• Ordered, complex and chaotic systems• The Cynefin Framework • Distributed cognition - Capacity of natural/generated networks to provide collective wisdom • Complexity science and different approaches to innovation - Disruptive processes • Weak signal detection and alert mechanisms for opportunity identification and threat management • Historical context of narrative work in organisations - Key terms, supporting theory, dangers and basic ethics • Pattern basis of human intelligence and role of narrative in decision- making and culture • Archetypes from socially-cohesive groups and use of the same for sharing learning and understanding culture • Value and belief systems in stories - Changing attitudes and overcoming prejudice through contrasting archetypes • SenseMaker® project using SenseMaker® software

Target Audience

Especially relevant for Division 1 officers who are looking for methods/tools to manage complexity and uncertainty in the organisation/department.

Course Code: COMPS

Duration: 3 days


Ministries and Statutory Boards will pay $1,012.55 per participant (inclusive of 7% GST). PSD will co-fund 30% of the fee before GST, i.e. $394.50.



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Manager’s Role in Capacity Building

Objectives

By the end of this course, you will be able to draft a capacity development plan for your units. This plan will include specific actions, as well as new questions for the unit to explore.

Outline

• What is Capacity Building and Development?• Manager’s Role in Capacity Building• Situation-Behaviour-Impact Analysis• Identifying Values and Norms• Understanding Power, Influence, and Authority• Question Thinking Tools• Sphere of Influence• Resistance and Safety• Giving and Receiving feedback• Retention Strategies• Influence Targets and Planning• Sharing Ideas and Practices on Capacity Building

Target Audience

Especially relevant for Division 1 managers/ assistant directors/ deputy directors who are involved in or are interested in capacity building.

Course Code: CAP10

Duration: 2 days





Managing the Human Side of Organisational Change

Objectives

By the end of this course, you will be able to:• Grasp the urgency of a proactive approach vs. reactive approach to change • Recognise and use the principles of appropriate change models • Appreciate the human dimension in the change process - what change does to people and what people in transition can do to an organisation’s effort to change • Define the leader’s role and behaviour in initiating change • Develop a personal development plan for the workplace

Outline

• Identify and apply the best practices in organisational change • Change and transitions - what’s the difference? • The human side of change • The 3-phase transition framework • Leading people through the three phases • Strategies from endings to new beginnings • Applying appreciative inquiry as a collective process

Target Audience

Especially relevant for Division 1 managers to help them understand what it takes to respond more pro-actively to change in their organisations and to enhance their abiity to effect and manage change.

Course Code: MCE10

Duration: 2 days




Organisation Development Tools for Managers

Objectives

By the end of this course, you will be able to:• Define the field of Organisation Development (OD) • Identify steps in the OD process and recognise basic OD interventions • Demonstrate competency in participating in generative conversations • Produce a draft OD action plan for your work unit

Outline

• Overview of Organisation Development (OD) • The “what” and “whys” of OD • How is OD different from other change models • The basic steps in an OD process • History and development of OD • Basic assumptions, norms and values of OD • OD approaches to strategic planning • OD data collection: what is working versus what is wrong • OD data analysis / feedback • OD principles, practices and values • OD interventions • OD core competencies and process consultation • OD case review and action planning

Target Audience

Especially relevant for managers, HR or OD practitioners with 2 to 3 years’ working experience.

Course Code: FOD10

Duration: 2 days


Ministries and Statutory Boards will pay $396.15 per participant (inclusive of 7% GST). PSD will co-fund 50% of the course fee before GST, i.e. $347.50.



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The Supervisor’s Role in Navigating Continuous Change

Objectives

By the end of this course, you will be able to:• Use Weick and Quinn’s model of continuous change to inform and develop your management practice on how you lead teams through change • Develop an appreciative leadership perspective to lend balance and coherence to your team • Help your team members to frame and engage in the change process in ways that they can transit to a more active and purposeful engagement with organisational changes

Outline

• Key ways of understanding organisational changes

• Regaining individual balance and generating commitment in change

• The middle manager and continuous change: Begin with great questions

• Weick and Quinn’s model of continuous change: - “Freezing” - Make existing patterns clear by using systems tools to capture and explain organisational patterns - Rebalancing - Build capacity for action with collective sense-making, accentuate positives to generate hope and confidence - “Unfreezing”- Make tactical improvisations, update cultural norms to support and generate new learning - “Freezing” - Establish new mental models and cognitive maps for the new state

• Sharing and conversation with a public sector manager

• Reflections and commitments

Target Audience

Especially relevant for Division 1 team leaders, managers and supervisors (preferably those with at least 3 years of supervisory experience).

Course Code: NCC10

Duration: 2 days








NEW !

Thinking and Learning from Experience Using PRAXIS

Objectives

By the end of this course, you will be able to:• Link actions (and thinking) to your personal experiences and construct meaning from these experiences • Apply the domains of language to reframe thinking and behaviour so as to build organisation’s capability in the core areas • Recognise habitual thinking and assumptions which underpin actions and explore new assumptions by changing your language • Apply PRAXIS principles for capacity building in future projects

Outline

• Introduction to the concept of PRAXIS - What is “PRAXIS” - What is “doing” - How do we learn - How do organisations learn - The role of language in learning

• How to integrate ongoing learning in large and small projects - How do we capture lessons learnt - How does an organisation capture lessons learnt - What are tacit assumptions - How can tacit assumptions be surfaced and examined

• Building the bridge: PRAXIS in the family, organisation and life - Skills needed for the PRAXIS process

Target Audience

Especially relevant for Division 1 officers to help them reflect and learn from their experiences in a more structured manner, and to enhance conversations and outcomes at the workplace.

Course Code: DLT10

Duration: 1 day




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Reframing Problems into Opportunities

Objectives

By the end of this course, you will be shown the what, why and how of reframing.

Outline

Three questions will be dealt with:

What is Reframing? What is a frame? Frames are tools to help us find clarity and options. Reframing is a way of presenting old situations in another frame. It is the art of choosing what to focus on because any event can be seen from many perspectives or many different frames and it is offering the person another perspective, generally one that is positive. This will help change the person’s view of a situation.

Why Reframe? Some people are ‘caught’ in seeing things from only one frame and to offer them new frames is to give them choices, choices which they can use to make their decision and the course of action to take. When we reframe, the meaning attributed to the situation changes and as a result we change. Reframing is about potential and possibilities that is why it is an important tool to keep in the toolbox.

How to reframe? An event has no meaning; we give it the meaning, so it is important to start by checking on our mental models. We need to surface our mental models. There is also the need to keep asking questions, such as “What if..”. Look at the words we use to describe an event. Words give sense to the event and words “control” our actions, thus we can start by examining the words we use. To quote Charles Handy “When we treat people as flowers they blossom, when we treat them as weeds they shrivel.”

Target Audience

Especially relevant for HR practitioners, OD practitioners, managers, educators or anyone who is keen to find out more about reframing.

Course Code: RCO12

Duration: 0.5 days







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Objectives

This course aims to equip you with the key concepts of Balanced Scorecard (BSC) and to be able to identify appropriate KPIs for measuring outputs and desired strategic outcomes for your agencies.

The 1.5 hour e-Learning course aims to:• Raise awareness of BSC applications and highlight key implementation learning points through public sector case studies • Share the Whole-of-Government (WOG) Balanced Scorecard • Provide a diagnostic toolkit for identifying critical success factors and common pitfalls in BSC implementation • Reinforce application of BSC concepts and tools through a simulated exercise

Outline

Part 1: Classroom Training• Performance and strategic management principles • Basic concepts in Balanced Scorecard • Best practice principles underlying successful performance management and effective KPI identification • Types of performance measures (Input measures, output measures and • How KPIs can drive behavorial changes • The critical success factors relevant to using KPIs effectively • Tracking of KPIs and exploring tracking mechanisms • Feedback and periodic review of the strategy map and KPIs • Discuss case studies on both local public sector and overseas non- profit organisations’ experience in implementing, monitoring and reviewing of Balanced Scorecard

Part 2: e-Learning Course• Module 1: Basics of Balanced Scorecard • Module 2: Implementing the BSC and WOG Scorecard • Module 3: BSC Simulation

Target Audience

Especially relevant for Division 1 officers who have attended basic BSC courses and are responsible for setting KPIs in their agencies.

Course Code: KPI10

Duration: 2 days + 1.5 hours of e-Learning




Creating and Implementing Balanced Scorecards

Objectives

By the end of this course, you will be able to:• Understand the concept of Balanced Scorecard as a tool for successful strategy implementation • Learn how to build a Balanced Scorecard • Understand how to cascade Balanced Scorecards • Learn how to implement the Balanced Scorecard for results • Create an awareness of automation and deployment • Integrate the Balanced Scorecard with Strategic Planning, SQA, EVA, Project and Resource Management System

Outline

• Barriers to successful execution of strategy • What is the Balanced Scorecard • What is a Strategy Map • Using the Balanced Scorecard for results • Balanced Scorecard: Measures (Lag and Lead Indicators) • What is a strategic measure or key performance indicators • Balanced Scorecard: Linkage to other OE initiatives • Aligning Strategic Initiatives • Change Management • Automation and deployment

Target Audience

Especially relevant for Division 1 & 2 officers who are new to the concept of BSC and need to learn how to build and cascade a BSC.

Course Code: BSC10

Duration: 2 days




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Communities of Practice

Objectives

By the end of this course, you will be able to:• Define Communities of Practice (CoP), its key elements and benefits • Apply basic concepts and models about community elements, types and life cycles • Review community cultivation principles, success factors and lessons learned • Outline a design and launch process for CoPS • Create a work plan for the community leaders Outline

• Definition of Communities of Practice (CoP) • Different forms of CoP and its difference from other organisation structures • Key elements of CoP • Value of CoPs to organisations and their members • Role of CoP in promoting excellence in Singapore Public Service organisations • Community framework and life cycle • Building and cultivating a successful CoP • Insights from communities of practice in the Singapore Public Service

Target Audience

Especially relevant for Division 1 managers and officers who:• Intend to cultivate CoPs or are in the midst of managing CoPs • Are CoP practitioners and would like to further hone their skills • Want to know more about the design, launch and maintenance of successful CoPs

Course Code: CP101

Duration: 2 days





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Enterprise Risk Management - An Introductory Course

Objectives

By the end of this course, you will be able to:• Identify the various strategic and operational risks encountered at agency level • Analyse and evaluate risks for prioritisation of risks mitigation efforts • Implement risk mitigation plans • Monitor and review risk mitigation plans

Outline

• Origins and background of risk management • Various approaches to risk management • Simple risk management process that encompasses risk identification, risk analysis, risk evaluation, risk treatment and risk monitoring and review

Target Audience

Especially relevant for Division 1 & 2 officers who are responsible for critical business strategies, processes, programmes, projects or operational services including programme/project managers, operational managers, risk managers, auditors and regulators.

Course Code: BRM12

Duration: 1 day + 1 hour of e-Learning





Enterprise Risk Management - Advanced Course

Objectives

By the end of this course, you will be able to:• Outline the need and benefits of a Risk Management programme • Identify the various stages in the Risk Management process • Describe the constructs and merits of the different Risk Management frameworks and standards • Determine the principles in addressing the upside of Risk for value creation • Select appropriate Risk Management tools in analysing situations for problem resolution • Calculate the cost-benefits in the application of ALARP principle to risk mitigation and control

Outline

• Overview of Risk Management Standards, particularly ISO 31000 • Communications, Values and Ethics in Risk Management • Opportunity in Risk; Innovative Risk Management (IRM) • Integration of Risk Management with other Initiatives • Application of Risk Management Tools • Cost Benefit Analysis • Policies for Risk Management deployment • Risk Management applied to policy formulation and implementation

Target Audience

Especially relevant for Division 1 & 2 officers who are responsible for critical business strategies, processes, programmes, projects or operational services including programme/project managers, operational managers, risk managers, auditors and regulators.

Course Code: ARM12

Duration: 2 days





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Introduction to Benchmarking using ‘T.R.A.D.E.’ Methodology

Objectives

By the end of this course, you will be able to:• Describe the different types of benchmarking, when to use them, and expected benefits • Assess your organisation’s benchmarking maturity • Plan what needs to be done to improve your organisation’s benchmarking maturity in terms of organisational structure, integration with other initiatives, resources needed and training required • Describe the different stages of the T.R.A.D.E. Best Practice Benchmarking methodology • Use a leading benchmarking online resource for your benchmarking projects

Outline

• Benchmarking and its purpose • Different types of benchmarking and expected benefits • Overview of T.R.A.D.E. Best Practice Benchmarking • Success stories in the Public Service • Assessment of your organisation’s benchmarking maturity • Description of different stages of benchmarking maturity and how to move towards a best practice culture • Development of a plan to enhance benchmarking maturity • Demonstration of a online resource to support benchmarking projects • Steps to become world-class through integrating benchmarking and business excellence

Target Audience

Especially relevant for Division 1 & 2 officers who oversee or are involved in benchmarking exercises or comparative studies. Priority is given to intact benchmarking teams with projects.

Course Code: BEN10

Duration: 1 day




Knowledge Management Workshop

Objectives

By the end of this introductory workshop, you will be able to:• Gain a strategic overview of Knowledge Management (KM) by giving you a high level framework and context to understand the basic concepts, rationale, driving forces and issues related to making the transition to a knowledge-focused organisation• Explore various practical issues involved in kick-starting KM using a roadmap which is customised for the Singapore Public Service• Engage in case studies discussions

This workshop will form the basic prerequisite to advanced KM workshops, which will focus on specific KM techniques, approaches and skills sets required when implementing KM.

Outline

• Compelling Case for KM - Changing nature of economy and work - Emergence of a new breed of organisation - Why the need for KM? - Most Admired Knowledge Enterprises

• What is KM - The Knowledge Spectrum - Knowledge Transfer Model - Perspectives of Knowledge Management - Building KM definition and vision - KM Process

• Supporting KM - KM principles - Qualities of knowledge workers - Knowledge sharing techniques/storytelling - Communities of Practice

• How to Kick-Start KM - KM experience in the public sector - KM Roadmap - KM roles and responsibilities - Case studies discussion

Target Audience

Especially relevant for Division 1 & 2 officers with no prior knowledge of KM, who wish to have a good foundational overview of KM, KM-related happenings in the public sector and appreciate the practical issues involved when kick-starting KM in their respective departments or organisations.

Course Code: KMW10

Duration: 2 days





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evelopment &

Excellence




Hum


evelopment &

Excellence

Appreciation of ISO 9001 Quality Management System (Level 1)

Objectives

By the end of this course, you will be able to:• Recognise the latest requirements in ISO 9001:2008 standards • Identify the requirements to establish a quality management system • Identify the steps to take for an organisation to achieve successful implementation of its quality management system

Outline

• Brief History of ISO 9001 • The Eight Quality Principles • ISO 9001 in Perspective • The ISO 9001:2008 Quality Management System • Key ISO 9001 Requirements • Introduction to Quality Documentation • Roadmap for ISO 9001 Implementation and Certification

Target Audience

Especially relevant for Division 1 to 3 officers who want to gain an appreciation of ISO 9001:2008 standards.

Course Code: ISA13

Duration: 1 day




Effective Quality Management through ISO 9001:2008 (Level 2)

Objectives

By the end of this course, you will be able to:• Differentiate the various requirement in ISO 9001:2008 standard • Explain the ISO 9001 QMS and its benefits • Describe the what and how of ISO documentation • Recognise the roadmap for implementing and sustaining the ISO 9001 QMS

Outline

Day 1• A brief overview of ISO 9001 Developments• The ISO 9000 Family of Standards• Key Features in the ISO 9001 standard• Some Misconceptions to be addressed• The ISO 9001 Quality Management System• The 2008 version – Some significant changes• Essential ISO 9001 Requirements

Day 2• Essential ISO 9001 Requirements (continued)• How we should perceive ISO 9001• Benefits of ISO 9001• Addressing Documentation in ISO 9001• Documenting the Quality Manual• Procedures Development• The Process of ISO 9001 Registration• Beyond ISO 9001

Target Audience

Especially relevant for Division 1 and 2 officers who have attended the Appreciation of ISO 9001 Quality Management System (Level 1).

Course Code: ISU10

Duration: 2 days




ISO 9001:2008 Process-based Internal Audit (Level 3)

Objectives

By the end of this course, you will be able to:• Relate the purpose of auditing an ISO 9001:2008 Quality Management System • Apply the knowledge of internal auditing to ISO 9001:2008 based on the process approach • Organise the entire internal audit process, covering planning, execution, reporting, verification and follow-up

Outline

Day 1• Essential changes incorporated into 2008 version• ISO 9001:2008 Upgrade Timeline• The Process of Registration• Internal and External Audits• Objectives for Conducting Internal Audits• ISO 9001:2008 Requirements for Internal Audit• Audit Methodology and Responsibilities• Audit Planning• Lead Auditor and Auditor Responsibilities

Day 2• Two Types of Audit• Audit Preparation• Checklist Development• Audit Execution• Opening Meeting• Collecting Evidence• Audit Techniques• Types of Non-Conformance• Writing and Judging Non-Conformance• Handling Areas for Improvement• Corrective Action Request• The Closing Meeting• Audit Follow-up• Management Review

Participants are encouraged to attend this course only after attending the course “Effective Quality Management through ISO 9001:2008 (Level 2)”.

Target Audience

Especially relevant for ISO Steering Committee members, management representatives, internal auditors, quality professionals and practitioners.

Course Code: IQA12

Duration: 2 days




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evelopment &

Excellence


ISO 9001:2008Lead Auditor / Auditor Training (Level 4)

Objectives

By the end of this course, you will be able to:• List the principles and interpret the requirements of quality management • Analyse the implementation and judge the effectiveness of the quality system to meet specified contractual requirements and international practices • Justify for improvement of a quality and operating system to meet regulatory requirements • Achieve second or third party registration Outline

• Introduction to quality management • Quality management principles and practices • Review of ISO 9000 requirements • Audit planning and preparation • Review of quality system documents • Audit performance • Non-conformances and corrective action • The closing meeting • Audit report and audit follow-up • Practical workshops • Written examination (Successful candidates will be issued a certificate recognised by the International Register for Certified Auditors (IRCA) as part of the requirements for registration as assessors.)

Target Audience

Especially relevant for internal auditors, management representatives and those responsible for implementing their departments’ internal quality programmes or who want to be formally recognised and registered as assessors.

Course Code: ISL10

Duration: 5 days




* Generic designation for reference.

PROGRAMMES MAPPING TEMPLATECLASSIFICATION

OFFICERSENIOR EXECUTIVE & EXECUTIVE

FIRST LINE MANAGER MIDDLE MANAGEMENT SENIOR MANAGEMENT

DESCRIPTION • Supports administrative matters

• Individual contributor• May hold supervisory role

• Supervises a team of officers• In charge of day-to-day operations

• Oversees a wide portfolio• Supervises multiple teams of officers

• Provides strategic directions• Makes key decisions

DESIGNATION * Officers[Division 3- 4]

Senior Executive, Executive [Divison 1 & 2]

Asst. Director, Manager, Asst. Manager [Division 1]

Deputy Director, Senior Asst.Director [Division 1]

PS, DS, CEO, Director [Division 1]

Governance & Economics

Leadership & Supervisory Management

Human Resource, Organisational Development & Excellence

Personal Development & Effectiveness

Communications

Investigation, Law & Office Administration

Service Excellence & Global Orientation

Public Finance & Procurement

International Relations

NOTES: NOTES:

USING CSC TRAINING DIRECTORY 2012 - cscollege.gov.sgOD,OE_TD2012.pdf · USING CSC TRAINING...

Documents

Transcript of USING CSC TRAINING DIRECTORY 2012 - cscollege.gov.sgOD,OE_TD2012.pdf · USING CSC TRAINING...