Tertiary Catalogue

Absenteeism is as common as the common cold and it costs businesses a lot of money. But when someone calls in sick, it doesn't necessarily mean that they're ill. They could be having difficulties because of bullying or experiencing childcare problems. Or they could be just playing a game of golf. Even a slight change in the working environment can affect some people's motivation and lead to days off work. This engaging and humorous programme shows one manager's journey from recognising he has an absenteeism problem, to taking such a structured and positive approach that he actually reduces the levels of absenteeism quite dramatically. Covering all aspects of managing absenteeism, including the return to work interview, the program teaches managers how to deal with this sensitive subject area in three simple stages. 1. Acknowledging the problem. 2. Identifying the reasons. 3. Agreeing a solution. Show Less

In this second programme in the Dealing with Workplace Bullying series we focus on effective means of dealing with bullying behaviour at work. The first part of the programme addresses the mechanics of policy development and handling incidences and complaints. The second parts goes to the core of this critical workplace issue and looks at the process of cultural change within an organisation. Show Less

Dion hears some tough feedback from Carol who explains why she would not hire him. It's important for everyone to welcome feedback—both positive and critical feedback, but Sam gets defensive when Michael offers feedback on his latest policy document. Dion is taken aside by Marcus to discuss his behaviour and Marcus encourages to perform better. Dion deals with the setback well, an opportunity to learn from mistakes. Tammy seeks advice on how to give Sanjay feedback. Marcus leads a session on how to give and receive constructive feedback. Dion and Carlos give each other feedback and Casey gets feedback from Tammy. Everyone learns to appreciate feedback. Show Less

It is important that organisations respect the diverse backgrounds of their employees and work with them to maximize skill sets to use diverse backgrounds for the good of the business. Carol returns from vacation to find that Marcus has hired two non-English speakers, to develop diversity at work. Carol and her boss Serena have concerns about their minimum English and the consequent perceptions of Cutting Edge Corporation appearing unprofessional. Carlos and Tammy manage to retain their positions and all the staff are now required to help them improve their English. Show Less

Does age matter in your particular organisation? Is everyone treated fairly? Is the best person recruited for the job? Are all members of the team encouraged to develop their skills? This challenging programme uses light-hearted animation to demonstrate some common examples of age discrimination and illustrates the detrimental effects to people of all ages, as well as the implications on a manager's job - for recruitment, training, team working and motivation. It introduces the Employment Equality (Age) Regulations and promotes the benefits of an inclusive approach, helping you put your diversity policy into practice. This resource is ideal for both managers and team leaders and can be used as a self-study tool for age awareness. Show Less

Assessment centres are a powerful way to assess competencies such as problem solving, communication and leadership. Mark leads his panel to assess five applicants. They use two challenge situations to assess key competencies and discuss the performance of each applicant to narrow the field. Key points are provided about the effective use of assessment centres. Show Less

Confidence is a necessary part of the workplace. Casey is marked immediately as a person lacking confidence. She needs to become aware of how she talks and comes across. As Sam points out, changing her intonation and using fewer vague indecisive words like "I think" and "maybe" will convey a more positive impression. Casey gets some helpful coaching from Sanjay who has no issues with being assertive. Carol and Michael inform Dion that assertiveness is not a matter of wearing power glasses. Good advice is given about changing negative thinking. Steve coaches Tatiana in turning situations to their best advantage and the importance of requesting help. Show Less

This programme explores a relatively new method of job interviewing. Interviews are based on previous experiences of the applicant, combined with scenarios and examples to help predict future behaviour. Employers can avoid the potentially nebulous strengths and weaknesses questions in order to focus on actual behaviours exhibited and the way an individual adapts to particular situations. Show Less

The aim of this recruitment training programme: To use the concept of 'behavioural interviewing' to predict the future performance of candidates. About this interviewing programme: Anyone who wants to conduct an effective interview needs to know that past behaviour is the key to predicting future performance. A candidate's qualifications, experiences, and previous posts they've held are all important details that you need to know. But the unanswered question is: how will they actually perform in the precise job you're advertising? Rather than using intuition, an interviewer can use the questioning techniques demonstrated in this program to retrieve relevant information based on a candidate's past experiences. Behavioural interviewing is suitable for managers, supervisors and personnel specialists. Through realistic interview scenarios, it teaches the five stages of the behavioural interviewing technique, and shows the importance of conducting a thorough review of the job requirements, drawing up a list of interview questions, getting behavioural examples in the interview, and then rating the interviewee's skills against the job specification. Show Less

The body language and tone of interviewers have a big impact on job applicants. Find out the five best ways to build rapport and ensure you put your applicants at ease. Learn about providing encouragement and explaining positively and how to invite and respond well to questions. Show Less

Cutting Edge wants people who are enthusiastic and keen to build their skills and focus on learning. Carol and Serena are not impressed with Dion's performance to date. Steve advises intern Tatiana to be a sponge and soak up new ideas and courses in order to remain valuable to her employer. Carlos wants Steve to be his coach and Dion asks Michael if he can work alongside him. Dealing with difficult people is a major skill for anyone, as Carlos discovers when Steve teaches him to be Zen in conflict situations. Serena coaches Dion and Tatiana to present themselves positively and "talk up" their skills. And Carlos encourages Dion to apologize to Carol, which he does. Show Less

Managers must understand that people bring more than their skills and experience to a team; they bring their personalities as well. Utilising people's behavioural strengths to create a balanced team adds immensely to both group and personal performance. This program dramatises Dr Meredith Belbin's team-role theory, and explains how to identify nine key team roles for a balanced team. In true-to-life scenarios, it shows that although each team member has a functional role they also have a team role and these are critical to the team's success. Each of the nine roles is defined and shown in action. Using a clearly explained structure, Dr Belbin reveals how teams with fewer members may need people to perform dual roles. He shows how behavioural skills can be assessed and how, with care, teams can be constructed that take account of hierarchies as well as personal interaction. Show Less

With the increased stresses that result from fierce market competition, an intense pace of work, commuting and the ongoing demands of home life, it's no surprise that companies are looking ever more seriously at the ways in which they can support their staff. Today, people are more concerned about how they can achieve a healthy work/life balance rather than being macho about their workload. It's within this context that forward-thinking managers need to develop their counselling skills. All managers will face the issue of dealing with staff whose personal problems are affecting their work and they need the know-how and sensitivity to address such situations. The programme reinforces key messages to aid even the most inexperienced managers, team leaders or personnel staff. With key sections ideal for supporting role-plays, this program will also complement any interview skills or management course. Featuring John Cleese, Angus Barnett, Lorraine Brunning, Ricky Gervais and Jaye Griffiths. Show Less

Successful HR consultant, Peter Wallbridge gives practical tips for senior managers to plan succession and future roles through the use of a talent review process. Peter explains the talent review process, involving comprehensive information packs, and in-depth discussion and feedback on each individual. Future roles and succession plans are discussed and how to make the process a success. Show Less

It is important to encourage new people to feel welcome and encourage them to be part of the team. This program covers assisting them to settle in, offer them practical steps to build skills and give them your time and encourage them. In addition we cover using feedback to fix problems and being a caring monitor. Show Less

Dion thinks it's fine to interrupt a discussion with Serena by taking a call. Tatiana rolls her eyes, sighs and is not attentive. Carol complains that the interns speak in text talk. The interns have something in common: inadequate communication skills. They are told the importance of positive body language—good eye contact and smiling, and listening and showing respect. Alex patiently coaches Dion to deal with an anxious customer on the phone, while Tatiana is told how to productively raise questions in meetings. Show Less

Peter Walbridge, expert HR consultant, provides an understanding of confidentiality expectations and obligations for HR employees as it pertains to personnel data and employment contracts. He discusses the challenges and expectations of confidentiality, and the confidentiality obligations in employment contracts. He recommends implementing an HR charter. Show Less

Set in the production office of fictional current affairs programme "Sighted," this 26 minute programme provides a dramatic perspective on the place of conflict in workplace communications and explores strategies for dealing with everyday conflict situations. The programme deals with the more ordinary communications that go wrong, the personal and workplace costs of these and the possibilities of avoiding such situations and/or dealing constructively with them when they occur. The programme offers insights into the following key elements of conflict and conflict management and summarises them in the following chapters: - What is conflict? - Role of conflict in the workplace - Conflict spiral - Conflict management strategies - Constructive conflict management. Show Less

It's 'Blue Moon' day at Cutting Edge. Marcus tells his team it's about pulling ideas out of the blue and working on them collaboratively. Dion has trouble staying awake but learns that his body language shows he is not interested. He discovers the importance of contributing to meetings, not just giving smart remarks. When Michael and Sam argue about mess, Sam is quick to point out Michael needs to complain less and actually share the workload to resolve it. The interns are encouraged to be resourceful, solve problems and show initiative. When Serena reports a breach of office security, Dion volunteers to do something about it. His disguise to test security doesn't fool Carlos, but he is praised for his willingness to help solve the problem. Marcus is proud when Dion suggests 'Do your best every time' at the team training session on service. Show Less

When mistakes are made in the workplace, everyone is quick to find someone to blame. In this episode Carol creates an innovative Corporate Social Responsibility program that is trending on Twitter after a disastrous typo in the press release. Serena is outraged by the undesirable publicity. Fingers are pointed and chaos erupts as the team looks for scapegoats. Marcus and Carol present a 4-step process so everyone can avoid blaming, learn from mistakes and ensure it doesn't happen again. In addition we cover the learning outcomes of sharing mistakes, assess the impact and reinforce the positive, discuss the best options to fix the problems and see the opportunities to learn and innovate. Show Less

Organisations are becoming more interested in innovation and creativity, but how do we foster these practices? Psychologist Peter Quarry interviews Yvonne Adele, and investigates practical ways to help your staff access their creative thinking. Key Training Points: - What is innovation? - Defining the business challenge - Creative brainstorming exercises Show Less

Chapter 1: Embracing Failure Choose to see failure as a sign of you reaching the edge of your comfort zone. Fight against perfectionism, which just makes you miserable. Try deliberate imperfection. You could actively seek out low-risk experiences of failure – try new skills where if won’t matter if you fail. Chapter 2: Fire Your Inner Critic We all have an inner critic, but we don’t have to follow its instructions, or believe what it says. Treat your inner critic like a toddler, not a boss you must obey. Personify you inner critic, by giving him or her a name, so it won’t be a god-like voice of truth anymore. Chapter 3: Be Kind to Yourself We often treat ourselves in ways we’d never treat even our least favourite colleague – yelling internally at ourselves, setting expectations we can’t meet, berating ourselves for less-than-perfect work. Catch yourself in the act of self-criticism, it is not self-indulgent to treat yourself well. Show Less

WARNING: Programme contains language that may be offensive. Features four case studies look at conflict resolution scenarios in the workplace: 1. The Urgent Order - The Boss wants Lis to stay back, but has given her no notice. 2. Trouble in Maintenance - Different approaches to conflicts around maintenance. 3. The Receptionist and the Customer - An angry customer wants action, but everyone is out except the Receptionist. 4. The Call Centre - Martin manages an aggressive and abusive customer on the phone. Show Less