₦airaland Forum

Inventory planning and stock control is a critical process within Supply Chain Management (SCM) which ensures continuity of supply of the inventory at the lowest cost. Effective inventory planning will help the SCM team improve the accuracy of forecasts, ensure enough inventory levels at all times, and enhance profitability by optimizing the expenses. The control side of this process is to ensure that plans are being met and to take the necessary actions when needed.
Demand planners are the "behind the scenes" professionals who are entrusted with this critical responsibility. When they do their job right, no one recognizes them. However, they will be noticed quickly when they fail to deliver, given the negative impact this will have on customer service and the bottom line.
In this course, many inventory planning theories, models and best practices will be discussed which will assist the participants deal with various future scenarios to ensure continuous flow of the inventory at the least possible cost.
Course Methodology
The course uses a mix of interactive and hands-on techniques. Besides the brief presentations by the consultant and the participants, there will be many individual and group exercises. In these work related exercises participants need to calculate and draw the optimal solutions after understanding the process.
Course Objectives
By the end of the course, participants will be able to:
● State the objectives of inventory management and list their impact on cost and customer service
● Prepare proper classification of inventory and use best practices for item specification and cataloguing
● Use forecasting techniques to predict demand and better manage lead times
● Compute the optimum ordering quantity and determine safety stocks and reorder points
● Schedule cycle counts, improve inventory record accuracy, and find ways to reduce inventories
● List various techniques to reduce inventory, including Just-in-Time (JIT)
● Identify relevant Key Performance Indicators (KPIs) to measure and improve inventory performance
Target Audience
Those involved in inventory (materials) planning and stock control at the operational and supervisory levels. Also, those working in other functions of materials management (purchasing, stores, distribution) who need to understand the mechanics of inventory planning and stock control.
Target Competencies
● Planning and logistics theory and practices
● Planning and logistics work processes
● Inventory management
● Assessment and planning of requirements
● Demand planning
● Warehouse management
● Performance management
Associations
Chartered Institute of Logistics and Transport (CILT) : Ciel Consulting is an Approved Training Provider (ATP) in the region for the Chartered Institute of Logistics and Transport (CILT). Established in 1919, CILT is the world’s leading supply chain, logistics and transport professional body with over 33,000 members across the globe. CILT seeks to add value to individual and corporate members by enhancing their knowledge, careers, and businesses by setting, supporting and delivering professional standards and education in the fields of logistics, transport and supply chain. By attending Ciel Consulting’s CILT accredited courses, participants can earn CPD units as well as attain modular unit award courses that can be combined for international certification
Location & Date
Ciel Consulting reserves the right to alter dates, content, venue and trainer.
Course Outline
● Introduction to inventory management
● Objectives of inventory planning and stock control
● Reasons to hold inventory
● Inventory information system considerations
● Inventory push vs. pull systems
● Identifying inventory costs
● Customer service in inventory management
● Description and classification of inventory
● Types of inventory
● The inventory ABC classification ranking model
● Uses of the ABC ranking
● Materials specifications and cataloguing
● Forecasting demand and lead time
● The inventory order cycle
● Dependent versus independent demand
● Factors affecting demand
● Factors impacting demand forecast accuracy
● Demand patterns
● Time series forecasting methods:
● Seasonal demand
● Moving average
● Exponential smoothing
● Measuring the accuracy of the forecast
● Setting lead time and methods to control it
● Inventory systems
● Elements of inventory holding and ordering costs
● The Economic Order Quantity (EOQ) model
● Dealing with quantity discounts
● Objectives of safety stocks
● Setting safety stocks
● Determining the Reorder Point (ROP)
● Counting and controlling inventory
● Importance of accurate inventory records
● Warehousing functions
● Causes of inaccurate inventory records
● Requirements for accurate inventory records
● Reporting record accuracy
● Periodic and cycle counting
● Reducing inventory investment
● The importance of JIT or pull theory in inventory management to reduce total cost
● Identification of surplus
● Disposal options of excess inventory
● JIT methods
● JIT requirements
● JIT risks
● Measuring inventory management performance
● Importance of tracking the effectiveness of the inventory planning and control functions
● Reasons behind poor inventory management performance
● Setting inventory KPIs and targets
● Examples of KPIs used in the inventory planning and control functions
● Qualities of the inventory specialist
Address:
No 21 Oil Field Avenue, Off School Road Elelenwo, Port Harcourt.

FOR MORE INFORMATION KINDLY CALL : 08167198806 OR 07039147221

CERTIFIED HUMAN RESOURCES PROFESSIONAL
WHY ATTEND THIS TRAINING WITH CIEL CONSULTING?
Human resources has to transform itself in order to earn a seat at the decision making table. The door is wide open for human resources to become the business partner it always wanted to be rather than remaining as just another service function.
Now, more than ever, HR professionals need new strategies and a whole new set of competencies to be able to deliver strategic and tangible results.
This course will enable you to transform yourself and your HR department into a business partner capable of delivering results and adding value to your organization.

COURSE METHODOLOGY

This course is based on the latest research and best practices related to human resources management. It brings new experiences and examples to participants, as well as insights and understanding of what makes a successful HR business partner. The course uses an integrated mix of training approaches including lecturettes, case studies, group activities and sharing experience. Participants will go through various HR strategies, design key performance indicators and identify the competencies necessary for the success of HR as a business partner. The course will end with an assessment of course participants to prove their understanding of the program material. Passing the assessment will give them the right to earn their certificate of completion.
Course Objectives
By the end of the course, participants will be able to:
Demonstrate a thorough understanding of the nature of HR as a managerial function
List all HR functions and responsibilities and identify their contributions to organizational success
Create an HR strategy that is aligned with the overall organizational strategy
Measure the contribution of HR to the bottom line in both profit and non profit organizations
Assess the effectiveness of the human resources function through the use of 'SMART' Key Performance Indicators (KPIs) and indices
Demonstrate how a competency framework can increase the effectiveness of the HR function List the core competencies for an HR professional.

TARGET AUDIENCE
Human resources managers , business partners, team leaders and specialists.

TARGET COMPETENCIES

Deciding and initiating action
Relating and networking
Analytical thinking
Following instructions and procedures
Planning and organizing
Achieving goals and objectives
Applying expertise and technology

ASSOCIATIONS

HR Certification Institute (HRCI) : Ciel Consulting is an approved provider with the HR Certification Institute. Established in 1976, HRCI is an internationally certifying organization for the human resource profession and a global leader in developing rigorous exams to demonstrate mastery and real-world application of forward thinking HR practices, policies and principles. Today, more than 120,000 professionals worldwide proudly maintain their HR Certification Institute’s credentials as a mark of high professional distinction. By successfully completing any Ciel Consulting program which is approved by HRCI, participants will earn credit hours essential for maintaining professional distinction of PHR®, SPHR® or GPHR®.
Society for Human Resource Management(SHRM) : Ciel Consulting is recognized by the Society of Human Resources Management (SHRM) as a Preferred Provider. This recognition implies that participants who attend any of the SHRM approved programs delivered by Ciel Consulting Training & Consulting will earn a number of Professional Development Credits (PDCs) which will help them maintain their certification in SHRM-CPSM or SHRM-SCPSM.

Location & Date
Ciel Consulting reserves the right to alter dates, content, venue and trainer.
HRM TRAINING SCHEDULE
Weekday:
Weekend:
10:00 AM - 05:00 PM
FEE: 55,000
No 21 Oil Field Avenue, Port Harcourt
For Enquiry Call: 08093982114,07039147221
www.cielgr.com



COURSE OUTLINE
HUMAN RESOURCES MANAGEMENT
[/b]Towards a modern definition
The main functions in HR management
Competency based HR management
HR deliverables: a model for multiple roles
HR as business partner
HR’s strategic challenges
HR competencies: moving from traditional HR to strategic HR

[b]STRATEGIC PLANNING
Pre-strategy analysis: 'SWOT' analysis
Visions and missions
Critical success factors Key result areas and key performance indicators
Turning key performance indicators into
'SMART' targets
Force field analysis as a strategic tool

COMPETENCY BASED HR MANAGEMENT
Competency definition
Types of competencies
The different competency components
Competency based recruitment and selection
Competency based training and development
Competency based performance management
Benefits of a competency based HR

LINKING HR’S STRATEGY TO THE ORGANIZATION STRATEGY
Approaches for linking HR to the organization
Writing HR strategies
HR visions and missions
HR key result areas
HR key performance indicators
Core competencies for HR professionals

ASSESSING THE EFFECTIVENESS OF HUMAN RESOURCES
Effectiveness versus efficiency
Recruitment and selection Training and development
Performance management
Compensation and benefits
The overall effectiveness and efficiency of HR

HR REPORTS
Reporting HR to top management
The HR scorecard
Linking HR to organizational strategy
Components of the balanced scorecard
Components of the HR balanced scorecard HR balanced results and key performance indicators
Reporting HR to top management

CISSP Training and Certification - Best Practice Against Cybercrime

'Cybercrime' - the word that we are listening more often these days, with the increased cyber issues globally, is creating

nuisance in the global IT industry. As the rate of cybercrime is growing every day, it basically means crime involving

computer or a network. After understanding the IT security risks, most organizations these days have started to value

employees with understanding of IT security risks, as many organizations require employees to have specific security

certifications. One such security certification is CISSP certification.

There are various types of cyber crimes such as botnets, morphine malware, cyber extortion, online fraud and many more.

These critical cyber crimes hamper businesses immensely. Companies face significant losses to productivity. Owing to

critical losses, value of IT security for any organization has increased in recent times. (ISC)2 CISSP training and

certification courses have become one of the top IT security certification courses and many organizations seek employees

with this certification for both IT jobs and managerial positions. In few places, IT Security certifications are mandatory,

places like - Government defense services for the administrative account.

Let us see few IT security bottlenecks:

Cyber Extortion -These Cyber attackers use DDoS -distributed denial of service, to show that can cripple the Websites and

corporate networks and then they demand protection payments to stop the attacks, basically the extortion money.

Botnets - Malwares are used to damage systems to corrupt hard drive or system files. Today is has evolved as a tool which

is often used by criminals to steal identities and hard cash from regular people.

Morphing Malware -Malicious crimes takes place today using malware to enlist zombies into their huge botnets. These are

then utilized to allow criminals to steal money from people and organizations on a grand scale.

Zero Day Vulnerabilities - Even if one is just performing simple functions such as keeping a system up-to-date, running AV

software and regularly updating signature files, you are still at risk from zero day vulnerabilities.

Online Fraud -Online fraud is basically a fraud occurring through the Internet, such as charges on stolen credit cards and

charge backs required by a credit card's issuing bank.

So, when one studies IT security certifications, like CISSP certification, one expects their skills and knowledge to be in

high demand. Organizations using computers, especially companies those who have online presence are more aware of the risk

to IT systems and networks. Hence, more and more organizations have started realizing the importance of these skills as

online face of the company is utmost important these days.

CISSP certification is one such IT security certification that one should really consider for making career in IT security

domain. Being recognized worldwide and serves as a strong indication that you possess both the knowledge and skills to

adequately provide information security. There are various methods in which one can seek this certification, such as -

CISSP classroom training, CISSP bootcamp training and other strategic methods to seek training. Appropriate for senior and

mid-level managers or IT professionals who plan for becoming or are in the position of a CSO, CISO or senior security

engineer.

Pre-requisite for the CISSP Exam - Once you are confident after attaining a proper CISSP training you still need to

consider few parameters to get the certification.There are certain pre-requisites to get this certification, one need to

have at least five years of experience in working directly in security as it relates to two or more of the domains of

(ISC)2 CISSP.

Domains mainly include- application security, operation security, access control, telecommunications and network security,

cryptography, security architecture and design, risk management and information security, disaster recovery planning and

information security, physical security, and regulations, legal, compliance and investigation.

Alternatively, if you have a four year college degree in information security, you would only require having four years of

experience.

The Exam -One requires doing 250 MCQs with a time limit of 6 hours. Total point one can receive is 700 points or more in

order to be certified.

One is also required to re-certify after every three years so that your credentials remain in good standing.


Venues:

Corporate Head Office. 7 Brook Street, beside Campbell hotel, by Freedom Park, Lagos Island.

Lagos Mainland. 27 Moronfolu Street by Unilag, Akoka, Yaba, Lagos.

Abuja : House 67 Block 1A Kano street Area 1, Garki Abuja FCT. After Shehu Shagari mosque.

Port Harcourt: 21 Oil field Avenue,off school road, Elelenwo, Port Harcourt.
Copyright © 2005 by Casey Gollan. All Rights Reserved

FOR MORE DETAILS PLEASE CALL THE FOLLOWING Hotlines: 08091592389, 07039147221,08138720480, www.cielgr.com

7-Step Guide to Answer the PMP Exam Questions

Yet, with smart preparation and a comprehensive approach to answer the test questions, you will have a best chance of getting most of the right answers. Below are the 7 steps that can serve you as a guide and help you go through the test with better confidence.

Read each question carefully

This is obviously very important. Yet others were not so careful and paid the price. You have to read the question twice or thrice if necessary. There are questions in the PMP exam that are confusing at first reading because of their wordiness, for instance. You don't want to just skim through these kinds of questions. Read each carefully.

Take your time

This is why doing a practice exam is essential. It can give you a proper estimate of the time to finish the test. Nonetheless, it pays to take your time to understand each question carefully. There are PMP exam questions that contain jargons that or extra information that sometimes obfuscate the questions. You have to be careful and consider your answer thoroughly.

Determine the scope of each question

You can narrow down each item to a specific knowledge area or process group found in the PMBOK. This can give you an idea which choice to pick for your answer. Keep in mind that most if not all questions in the PMP exams are related to a particular knowledge area.

Consider all possible answers

You can read all answers minutely. Do not settle on just the first answer because it seems to be the right one. Don't just stop there. Considering the others is important. There are questions in the test that have two or more correct answers, but then you will have to pick the most correct one. There are also questions in PMP exam that are situational or need computation.

The process of elimination

When it comes to the tough questions, especially on situational items, you can use the method of eliminating the answers that are considerably irrelevant or incorrect. After which, you can pick from the remaining possible best answers the most correct one. You have to pay attention to qualifiers like First, Next, Most, and so on. This can determine the best answer in an item.

Familiarize and apply the right formula

Pick the right formula to be used, if the question is related to formulas. In the question, find the values for different variables in the formula. Compute the value asked in the question and select the right answer.

Answer each question

Never ever leave an item in the PMP exam that is not answered even though you don't know the answer. Check each number properly before calling it a day, and see if each question has been answered. In case you still not sure what to pick among 4 choices, give it the best shot you have got and pick your best guess. You will have the best chance picking the right answer than not answering the question at all.

There you have the 7 steps that can help you pass the PMP exam with flying colors, as they say. Use this as your guide and improve your chance of getting a higher score of the test.


for more details please contact the following: Hotlines: 08091592389, 07039147221,08138720480, www.cielgr.com

Office Venues:

Corporate Head Office. 7 Brook Street, beside Campbell hotel, by Freedom Park, Lagos Island.

Lagos Mainland. 27 Moronfolu Street by Unilag, Akoka, Yaba, Lagos.

Abuja : House 67 Block 1A Kano street Area 1, Garki Abuja FCT. After Shehu Shagari mosque.

Port Harcourt: 21 Oil field Avenue,off school road, Elelenwo, Port Harcourt.

Certified Business Development Professional
Why Attend
The Certified Business Development Professional course focuses on the tools and techniques required to develop new business. Without them, sales will stagnate and profits will drop. The course also addresses ways to maximize the company's profitability by fostering relationships with potential players and key decision makers in the market. By attending this program, business development professionals will acquire what they need to create and implement promotional drives in order to spur the company's market prospects and design cost effective yet innovative options to boost sales.
Course Methodology
The course involves a variety of case studies and exercises to develop the right skills needed to become a successful business development professional. Group presentations and self assessment tools are also available for the same purpose.
Course Objectives
By the end of the course, participants will be able to:
1. Define the main functions and best practices in Business Development (BD)
2. Recognize the importance of re-defining business processes to match the ever changing market and customer requirements
3. Produce clear sales and marketing differentiators to neutralize competition (value-based proposition)
4. Design and use financial ratios and KPIs to measure their operations' effectiveness
5. Use leadership, negotiation and power proposals to leverage their business and lead the key account team
Target Audience
Sales reps, sales supervisors and managers, and account managers who would like to professionally develop themselves by seizing business opportunities and using them to improve personal management and showcasing skills. The course also targets commercial professionals aspiring to consider every potential client as a challenge that will help their performance and their careers.
Target Competencies
1. Account qualification
2. Customer relationship management
3. Re-engineering of commercial processes
4. Customer service
5. Marketing of products and services
6. Business planning
7. Lead generation
8. Writing business proposals
Associations
Institute of Sales & Marketing Management (ISMM) : Ciel Consulting is a Recognised Centre for the “Institute of Sales & Marketing Management” (ISMM), the global representative body for salespeople. Founded in 1911, ISMM has been the authoritative voice of selling and the custodian of sales standards, ethics and best practice for over 100 years. ISMM endorsement is a badge of recognition for the high quality sales and marketing training courses offered by Ciel Consulting Training and Consulting. Upon successfully completing the course, participants will be awarded an ISMM Certificate in addition to the certificate they receive from Ciel Consulting Training & Consulting.

Location & Date
Port Harcourt
Weekday | 8th – 13Dec.|3 Days | N35,000
Weekend | 2nd – 16th Dec. | 2 Wknds| N35,000

TIME: 10:00am - 5:00pm

Ciel Consulting reserves the right to alter dates, content, venue and trainer.

Course Outline
1. Business development: overview and best practices
2. Business development: definition and scope
3. Account analysis and qualification: an overview
4. The new landscape of account management and BD
5. Understanding the buy-sell ladder model
6. Client classification: building an ideal client profile
7. Understanding and working the customer loyalty ladder
8. The business planning process
9. Using the STAR business planning process:
10. Strategic analysis
11. Targets and goals
12. Activities
13. Reality check
14. Conducting customer surveys to identify important
15. service criteria
16. Preparing an account development plan
17. Building client chemistry with F.O.R.M
18. Re-defining your processes for breakthrough results
19. Reviewing the selling process
20. The selling process
21. Functional product/service/company knowledge
22. Unique/distinctive selling points
23. The sales competitors analysis form
24. Reengineering your team selling process to avoid mistaking motion for action
25. The value-added selling process

Accounting for Non-Accountants
Why Attend
Accounting is the language of business. By attending this course you will learn fundamentals of accounting, reading and analysis of financial statements. You will also appreciate the relationship between accounting and finance and understand the use of debits and credits. Finally, this course will help you to accurately record financial transactions and summarize them in financial statements.
Course Methodology
This course uses a mix of interactive techniques, such as brief presentations by the consultant and the participants, in addition to demonstrating theoretical core accounting topics. The course also features real-life case studies that are discussed, solved and presented by participants.
Course Objectives
By the end of the course, participants will be able to:
I. Define accounting and the accounting cycle
II. Identify the major rules and principles of accounting under the International Financial Reporting Standards (IFRS)
III. Demonstrate knowledge of the basic accounting equation, double-entry bookkeeping, and the new automated accounting systems
IV. List the key financial statements (balance sheet, income statement, changes in shareholders’ equity and cash flow statement) and their components
V. Practice financial statements’ adjustments at month and year-end
Target Audience
Managers, supervisors and staff from any function including the accounting department who need to improve understanding and application and techniques of the language of numbers.
Target Competencies
1. Accounting for business transactions
2. Prepare income statements
3. Interpret balance sheets
4. Analyze cash flow statements
5. Prepare adjustment entries
6. Use debits and credits
7. Apply International Financial Reporting Standards (IFRS)
Associations
National Association of State Boards of Accountancy (NASBA) : Ciel Consulting

Training & Consulting is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website
Course Outline
1. Introducing accounting and financial statements
2. Definition of accounting
3. Users of accounting information
4. Basic financial statements
5. The corporation defined
6. Presentation of accounting information by different business entities
7. International Financial Reporting Standards (IFRS)
8. The International Accounting Standards Board (IASB)
9. Introduction to IFRS
10. Main differences between IFRS and US Generally Accepted Accounting Principles (GAAP)
11. Double-entry accounting
12. The accounting equation
13. Traditional double-entry bookkeeping
14. Your asset is his liability
1. The chart of accounts
2. The general journal
3. The general ledger
4. The Trial balance
5. Modern bookkeeping: automating transactions
6. Income statements
7. Defining the income statement
8. Defining revenue and its recognition
9. Defining expenditures and their classifications
10. Calculating profit
11. Gross profit
12. Operating profit
13. Net profit
14. The income statement illustrated
15. Net equity
16. Defining capital stock
17. Dividends are not an expense
18. Cash dividends, stock dividends and stock split
19. Definition of treasury stock
20. Retained earnings - not the same as cash
21. The balance sheet and its components
22. Defining the balance sheet
23. Assets
24. Liabilities
25. Equity
26. Current versus non-current assets and liabilities
27. The balance sheet illustrated
28. Cash flow statement
29. Defining the statement of cash flows
30. Cash and cash equivalents
31. Classification of cash flows
32. Operating activities
33. Investing activities
34. Financing activities
35. The cash flow statement illustrated
36. Adjustments to financial statements
37. The accrual concepts
38. Accruals and prepayments
39. Depreciation
40. Bad debts
41. Provisions

Date:

Location & Date
Port Harcourt
| Weekday | 6th – 8th Nov. | 3 Days | N40,000
| Weekend | 4th – 11th Nov.| 2 Weekend | N40,000

Address:
No 21 Oil Field Avenue, Off School Road Elelenwo, Port Harcourt.
+2348093982114 | +2347039147221| support@cielgr.com

Negotiating Contracts Successfully
Why Attend
The overall aim of this course is to provide participants with the knowledge, concepts and skills needed to negotiate in each phase of the contract life cycle successfully in order to maintain a good relationship between the two parties, and to reach a win-win outcome.
Participants in this interactive course will learn how to analyze the issues, identify the best practices in negotiating the scope of work, terms and conditions, claims, variation orders and disputes.
Course Methodology
This course relies on the use of individual and group exercises aimed at helping participants learn all key contract management activities. The course also features the use of a number of case studies, presentations and role plays by participants followed by discussions. In addition, this course incorporates pre and post testing.
Course Objectives
By the end of the course, participants will be able to:
1. Recognize the important role of negotiation in developing a solid contract and the implications of failing to do so
2. Identify fundamental concepts of successful negotiations including problem solving, communication, and planning techniques that will help in achieving a win-win outcome
3. Plan and conduct several contract related negotiations in a formal structured manner
4. Outline critical provisions in the scope of work and explore collaborative approaches to secure agreements on these provisions
5. Negotiate contractual claims and change orders in order to avoid disputes and legal issues, Discover some of the tactics that are used during contract negotiations
Target Audience
Those involved in contract and business related negotiations. The course will also benefit those involved in negotiating the procurement of goods and services, manpower and different types of material or supplies. Ciel Consulting is assigned as a Registered Educational Provider (REP) with the Project Management Institute (PMI®). This program is worth 30 PDUs.
Target Competencies
I. Negotiating contracts
II. Contract preparation
III. Handling claims
IV. Change management
V. Technical terms and conditions
VI. Contract administration
Associations
Project Management Institute (PMI)® : Ciel Consulting is designated as a Registered Educational Provider (R.E.P.) with the Project Management Institute (PMI)®. As a result, Ciel Consulting is authorized to issue Category Three Professional Development Units (PDU) that can be used for the authorization to take the Project Management Professional (PMP)® certification exam and for maintaining the PMP credentials.
Chartered Institute of Logistics and Transport (CILT) : Ciel Consulting is an Approved Training Provider (ATP) in the region for the Chartered Institute of Logistics and Transport (CILT). Established in 1919, CILT is the world’s leading supply chain, logistics and transport professional body with over 33,000 members across the globe. CILT seeks to add value to individual and corporate members by enhancing their knowledge, careers, and businesses by setting, supporting and delivering professional standards and education in the fields of logistics, transport and supply chain. By attending Ciel Consulting’s CILT accredited courses, participants can earn CPD units as well as attain modular unit award courses that can be combined for international certification

Location & Date
Ciel Consulting reserves the right to alter dates, content, venue and trainer.

Course Outline
i. Principles of contracts
ii. Elements of a contract;Purpose of contracting
iii. Stages in contract development
iv. Contracting plans and strategies
v. Contracting methods
vi. When to negotiate and when to tender
vii. Negotiating principles
viii. Concept of negotiation
ix. Secrets of a successful negotiation
x. Best Alternative to a Negotiated Agreement (BATNA)
1. Communicating effectively
2. The negotiating style profile
3. Principled negotiation
4. Separating people from problem
5. Focusing on interests not positions
6. Inventing options for mutual gains; Using objective criteria

details
Highlights of the training
• A three day professional certification course in Advanced Human Resource Management
• Professional Certificate of Advanced Human Resource Course
• Option of International Professional Certification in Human Resources (HRMP or HRBP)
• Exam preparation kit for HRMP and HRBP
• Course content:
• Module 1
• Introduction to Human Resources Management
• Organizational structures
• Equal Opportunity and the Law
• Strategic Human Resource Management and the HR Scorecard
• Job Analysis
• Personnel Planning and Recruiting
• HRM and organizational strategy
• HRM and change management.
• Module 2
• HR planning and policy
• Recruitment and retention
• Establishing salary structures
• Staff engagement and team building
• Stages of team development
• Teamwork using Johari Window
• Module 3
• HR and conflict management
• Timesheet management
• Performance management
• Employee Testing and Selection
• Interviewing Candidates
• Training and Developing Employees
• Performance Management and Appraisal
• Managing Careers
• Module 4
• Establishing Strategic Pay Plans
• Pay for Performance and Financial Incentives
• Benefits and Services
• Ethics, Justice, and Fair Treatment in HR Management
• Labor Relations and Collective Bargaining
• Employee Safety and Health
• Managing Global Human Resources
Training Pack contains
• Dessler Human Resource Management (For your HRMP and HRBP Exam)
• Customized training materials (soft copies)
• Profile development for human resource practitioners
• Organized and efficient training process
• Tea and Snacks to be provided
• Modules to be handled by practicing and certified human resource professionals
• Conducive environment for learning
•Internship and Employment Support
•Training aligned with the HRBP methodology
•Use of HR Software (BambooHR)
•Professional Certificate of Advanced Human Resource Management Course
•Option of International Professional Certification in Human Resources (HRMP or HRBP)
•Exam preparation kit for HRMP and HRBP
Lagos Training Center: 27 Moronfolu Street, Close to Unilag, Akoka, Yaba, Lagos
Port Harcourt Training Center: 21 Oil Field Guest House Close, off School Road by MTN Junction Elelenwo.
Abuja Training Center: Plot E10 F.H.A Road, Karu Site. Beside RCCG zonal headoffice. By Cornershop, Abuja.
DATE:
3 Day Human Resource Management Training
Lagos, PH and Abuja
HRM | Weekday| 20th – 22nd Nov. | 3 Days | N49,999
HRM | Weekend | 18th – 25th Nov. | 2 Weekends | N49,999
Click Here to see Course brochure
Time: 10:00am - 5:00pm
Call our Hotlines for Reservations.

Tendering Procedures and Bid Evaluation
Why Attend
The overall aim of this course is to provide participants with the knowledge, concepts and skills needed to perform all tendering tasks. The course covers each step of the tendering processes and procedures as well as the different techniques and approaches used in evaluating the bids.
Participants in this interactive course will learn essential tools and techniques used in analyzing submitted bids including preliminary examination, technical evaluation and commercial evaluation.
Course Methodology
This course relies on the use of individual and group exercises aimed at helping participants learn all key activities in contract management. The course also features the use of a number of case studies and presentations by participants followed by discussions. In addition, this course incorporates pre and post testing.
Course Objectives
By the end of the course, participants will be able to:
● List the contracting stages from setting the scope of work to awarding the contract
● Outline the main objectives for the tendering process and recognize other alternative contracting methods
● Prepare the tendering strategy and determine the sourcing method, scope of work of the project and plan the evaluation process of the bidders
● Evaluate in-depth the process of preparing tenders and selecting potential contractors
● Identify preliminary, technical and commercial evaluation procedures as well as apply several methodologies using criteria, weights and scoring protocols to optimize bidder's selection process
Target Audience
All those involved in the early stages of contracting life cycle in order for them to have a full understanding of the tendering process and procedures and the different approaches of tender evaluation. Ciel Consulting is assigned as a Registered Educational Provider (REP) with the Project Management Institute (PMI®). This program is worth 30 PDUs.
Target Competencies
● Contract preparation
● Writing scope of work
● Preparing contract plan
● Determining pricing strategy
● Understanding tendering process
● Evaluating bids
Associations
Project Management Institute (PMI)® : Ciel Consulting is designated as a Registered
Educational Provider (R.E.P.) with the Project Management Institute (PMI)®. As a result, Ciel Consulting is authorized to issue Category Three Professional Development Units (PDU) that can be used for the authorization to take the Project Management Professional (PMP)® certification exam and for maintaining the PMP credentials.
Chartered Institute of Logistics and Transport (CILT) : Ciel Consulting is an Approved Training Provider (ATP) in the region for the Chartered Institute of Logistics and Transport (CILT). Established in 1919, CILT is the world’s leading supply chain, logistics and transport professional body with over 33,000 members across the globe. CILT seeks to add value to individual and corporate members by enhancing their knowledge, careers, and businesses by setting, supporting and delivering professional standards and education in the fields of logistics, transport and supply chain. By attending Ciel Consulting’s CILT accredited courses, participants can earn CPD units as well as attain modular unit award courses that can be combined for international certification

Location & Date

Ciel Consulting reserves the right to alter dates, content, venue and trainer.

Course Outline
● Overview of contracting and tendering
● Definition of a contract
● Stages in contracting
● Preparation and tendering
● Award and administration
● Defining tendering
● Purpose of tendering
● Alternatives of tendering
● Objectives of tendering
● Tendering process
● Contracting methods
● Competitive bidding
● Competitive proposals
● Reverse auction
● Tendering preparation
● Identifying requirements
● Setting scope of work
● Planning the evaluation process
● Identifying suppliers
● Developing tender documents
● Invitation to tender
● Terms and conditions
● Tender briefing
● Receiving and opening bids
● Commercial and financial consideration
● Contract pricing, fixed price, cost plus, unit price and measured work
● Special forms of contracting
● Payment terms
● Value for money
● Whole life costing
● Most Economically Advantageous Tender (MEAT)
● Contractor's strategy
● Bid and no-bid decision
● Tender evaluation and award
● Evaluation process
● Preliminary examination of bids
● Detailed examination of bids
● Rating scale
● Scoring protocol
● Compliance matrix
● Technical bid scoring
● Evaluation report
● Awarding of contract
● Post award conference
● Debriefing unsuccessful bidders
● Documentation
● Mistakes and protests

Cost Effective Maintenance
Why Attend
Maintenance can be an expensive function, but badly planned and poorly performed maintenance can incur significantly greater costs to an organization. Recent years have seen an increasing pressure to “reduce the cost of maintenance”, but this pressure frequently generates a push toward fixed cost reductions without sufficient consideration of the consequences on plant performance, production costs, asset life and even HSE. Some initiatives achieve short-term fixed cost reductions, but cause longer-term issues, such as poor reliability, that have a far greater adverse impact on bottomline profits. In addition, the majority of fixed cost reduction programs fail to achieve sustainable benefits, yet another sign that achieving cost effective maintenance is far more difficult than anticipated.
This course is based on established best practice from best-in-class companies and leading consultants. We have developed best practice models and frameworks to bring structure and guidance to this challenge. The complex maintenance functions will be broken down into smaller components so that these can be analyzed, explained and understood more easily.
The maintenance cost and value model used for this course has been applied by leading companies and consultants with its achievements recognized as best practice. This course will help participants understand the total impact maintenance can have on an organization, identify the key elements and value of cost effective maintenance for their own plants and build improvement programs to both reduce costs and improve performance. The critical elements of maintenance will be covered on the course, from day-to-day activities to shutdowns and reliability improvement. Together, we will break down traditional functional boundaries and enable a holistic approach to maintenance.
Course Methodology
This is an interactive course. There will be open discussions, regular team exercises, videos, case studies and presentations on best practice and models. Participants will have the opportunity to discuss maintenance approaches from their own organizations and to develop maintenance plans with the facilitator and other participants on the course.
Course Objectives
By the end of the course, participants will be able to:
I. Understand the definition and principles of cost effective maintenance
II. Calculate the total cost of maintenance for their own production plant
III. Build a strategy and business case to eliminate waste and develop lower maintenance costs without losing reliability
IV. Use the model of excellence for optimizing fixed costs of maintenance
V. Explain the fundamentals of cost effective safety and legislative compliance
VI. Help focus reliability efforts in a cost effective way
VII. Develop an approach to integrate cost reduction with reliability and safety improvement
Target Audience
Maintenance managers and supervisors, planners, schedulers, reliability engineers, project managers, project engineers, operations managers, shift managers, operations supervisors and/or individuals who are in training for these positions.
This course is also designed for contractors who want to contribute to maintenance and shutdown performance of clients.
Target Competencies
I. Analyzing maintenance costs
II. Developing efficiency improvements
III. Identifying essential maintenance and quality requirements
IV. Cost optimization
V. Maintenance planning
VI. Reliability improvement
Associations
SMRP (Society of Maintenance and Reliability Professionals) : The Society for Maintenance & Reliability Professionals (SMRP) is a nonprofit professional society formed by practitioners to advance the reliability and physical asset management industry and to create leaders in the field. SMRP provides unparalleled value for individual practitioners looking to expand their knowledge and skills in maintenance and reliability and build more business connections with other practitioners. SMRP is the premier asset management resource for companies looking to improve their processes and procedures. As an SMRP Approved Provider, Ciel Consulting PLUS Specialty Training is recognized for best-in-class continuing education training courses in reliability and physical asset management.

Location & Date


Ciel Consulting reserves the right to alter dates, content, venue and trainer.

Course Outline
I. Understanding the total cost of maintenance
II. A definition of the total cost of maintenance
III. Benchmark standards
IV. Where to find best practice
V. Key components of fixed costs
VI. Cost of lost production
VII. Cost of non compliance
VIII. How maintenance can add value to a business
1. How to establish a balanced approach to defining cost effective maintenance
2. Who influences maintenance cost effectiveness?
3. Changing spending behaviors
4. The modern maintenance strategy
5. How maintenance has evolved
6. Understanding where money should be invested and where money tends to be wasted
7. The importance of planning
8. The relationship between fixed costs and maintenance performance
9. A change in thinking
10. Away from cost reduction or reliability or safety
11. Towards cost reduction and reliability and safety
12. The modern maintenance strategy and asset management
13. How pace setters have added value through maintenance innovation and integration with operating teams
14. The basics of fixed cost reduction
15. Understanding the basic categories of spend
16. How to map maintenance costs
17. Getting to the root cause of spend
18. The danger of managing by averages
19. Setting out a maintenance cost reduction program
20. Setting KPIs and sustaining change
21. Focus areas for fixed cost reduction
22. Eliminating waste
23. Understanding the different types of maintenance
24. Common causes of waste
25. The importance of planning
26. The principles of risk based maintenance
27. The importance of maintenance standards
28. Efficiency improvements through smart ways of working
29. Identifying efficiency opportunities
30. Tool time improvement
31. Improving maintenance methods
32. Learning from other sectors
33. Implementing a planned maintenance regime
34. Reducing supply chain costs
35. Contractor strategies
36. Spare parts and materials
37. Equipment and bought in services
38. Plant performance and reliability improvement
39. A model of excellence for reliability improvement
40. The reliability roadmap
a. How to make sure reliability improvement is efficient as well as effective
b. Understanding the different types of maintenance
c. Overall equipment effectiveness and other performance measures
d. Improving asset life
e. Learning from experience
f. The role of operations
g. How to use different maintenance types to improve performance
h. How to achieve the same performance at lower costs
i. Cost effective Health Safety & Environment (HSE)
j. The value of HSE improvement
k. How poor performers add unnecessary costs through safety
l. Integrating HSE within the wider maintenance strategy
m. Managing legislation
n. The principle of risk based inspection
o. Reducing the cost of compliance
p. The importance of shutdown management
q. Origins of the model of excellence and why it was developed
r. A graphic model - The critical elements required for success
s. An outline model - Exploring the sub elements
t. A detailed model - The blueprint for success
u. The importance of strategy and the principle of front end loading
v. How pace setters have moved to structured work processes
w. Processes for safety and quality control
x. Defining the right shutdown organization
y. Planning and logistics
z. Execution and review
aa. Shutdown economics from forecasting to closure

Certified Customer Service Professional
Why Attend
Every front-line employee needs a solid grounding in ‘customer service’ skills. As can be expected in this five-day course, the subjects covered tackle most of what is needed by anyone interacting directly with internal or external customers. In addition, this course offers participants, upon their acceptance, the opportunity to prove they actually learned the concepts of the course by passing a test that will earn them the coveted ‘Ciel Consulting Professional Certification’ in addition to the regular certificate of attendance.
Course Methodology
This course uses a mix of interactive techniques, such as brief presentations by the consultant followed by questions, oral and written, case studies, role plays, exercises, video clips and more.
Course Objectives
By the end of the course, participants will be able to:
● Define customer service and break it down to its most basic dimensions
● Explain the critical link between 'attitude' and 'technique' in order to consistently deliver an excellent level of service
● Use a variety of tools such as 'gap analysis' and 'RATER' to provide a level of service that is second to none
● Analyze basic behavioral patterns of different customer personalities and the best way to deal with them
● Discuss and practice the techniques of effective communication skills with customers
Target Audience
Managers, supervisors and customer service staff as well as staff in departments who deal directly with external customers, or whose job is to support other entities or employees inside the organization.
Target Competencies
● Communication skills with customers
● Customer orientation
● Emotional control
● Empathic outlook
● Flexibility
● People reading
● Self confidence


Ciel Consulting reserves the right to alter dates, content, venue and trainer.

Course Outline
● Customer service
● Introduction to customer service
● Definition of customer service
● Service dimensions
● Addressing customer needs
● Attaining customer satisfaction through quality measures
● Customer service excellence ● Components of quality service:
● Service quality
● Service quality gaps
● The 'RATER' model
● What customers pay attention to
● Dimensions of the 'RATER' model
● Flying over customer expectations
● Establishing service quality performance standards
● The customer complaint system
● Definition of ‘complaint’
● Types of complainants
● Sources of complaints
● Why most customers won’t complain
● Types of complaints
● Handling complaints: the 'PEPSI' model
● Inspiring staff
● Principles of inspiring people ('AEPA' philosophy)
● Arousing interest
● Engaging them
● Practicing new skills
● Applying to real world
● Customers loyalty
● Principles of success
● Who is a loyal customer
● Strategies to keep customers loyal
● Reasons why companies lose customers
● Keys to delivering exceptional service
● A profile of different customer personalities
● Difficult people and difficult behavior
● Characteristics of difficult people
● Suggested responses
● Six personalities that lead to conflict and how to deal with them
● Effective communication with customers
● Definition of communication
● Communication goals
● Communication as a critical success factor
● Communication with customers
● Reading the body language of customers
● Characteristics of a good listener
● Behaviors that block listening
● How to be an active listener

Certified Information System Security Professional
Lagos, PH and Abuja

CISSP Certification or Certified Information Systems Security Professional credential is an advanced and grueling exam that tests the abilities of information security professionals and validates their skills to secure an enterprise environment. Becoming a CISSP certified professional is no cakewalk. It requires years of relevant work experience in addition to an endorsement from an existing CISSP professional to take the 6-hour long grueling exam. The exam is conducted by (ISC)2 and offers vendor neutral capabilities applicable worldwide and industry-wide.
Pre-Requisites or Eligibility Criteria for CISSP Certification
Minimum 5 years of full-time experience in at least 2 of the 10 domains enlisted by (ISC)2
OR
4 years of full-time experience in at least 2 of the 8 (ISC)2 domains along with a 4-year college degree.
10 Domains of CISSP from CBK (Common Book of Knowledge)
Access Control.
Application Development Security.
Business Continuity and Disaster Recovery Planning.
Cryptograpy.
Information Security Governance and Risk Management.
Legal regulations, investigations, and compliance.
Operations Security.
Physical and Environmental Security.
Specializations in CISSP Certification
• Management (CISSP-ISSMP)
• Architecture (CISSP-ISSAP)
• Engineering (CISSP-ISSEP)
Why Opt for CISSP Training
• Gain abilities to design the architecture, and manage the security of enterprise environments.
• Validate proven skills and expertise gained through IT security experience
• Demonstrate your technical proficiency, and capabilities to develop an effective IT security program for an organization in accordance with globally accepted standards
• Fill the skill gap that is leaving many security positions empty in many organizations, despite huge demand.
• Differentiate your expertise from peers to acquire desirable job positions in a fast-growing environment for information security
• Establish your commitment towards information security best practices by gaining relevant skills continually to earn CPEs and
• Access valuable resources related to study and career.
Skills Shortage
Job openings for IT security positions often list CISSP certification as one of the pre-requisites. Other cyber security certifications in demand include CEH, CHFI and Cisco Security credentials. It is a mandatory requirement especially in case of banks, insurance firms and other financial institutions where cost of a data breach is relatively high. The demand for good and knowledgeable security experts is at an all-time high and various studies are pointing at a shortage of cyber security skills. At this time, it becomes all the more imperative to acquire certification and strengthen your position in the information security industry.
CISSP Training from an authorized training center paves the way for accelerated learning and development, while boosting the chances of clearing CISSP exam in the first attempt. If you're devoting so much time, effort and money on how to get CISSP certification, it would be a wise step to first get prepared through CISSP Training from a good institute.

DATE:
CISSP (INFORMATION SECURITY) Weekday |Oct.16th – 20th| N69,999
CISSP (INFORMATION SECURITY) Weekend | Oct. Oct.14th - 28th| N69,999
TIME: 10:00am - 5:00pm
Click here to see Training Highlights
Hotlines: 809 - show phone - , 703 - show phone - , 813 - show phone -

Electrical Transient and Analysis Program (software program for electrical engineers)
ETAP

ETAP is the leading software used by Electrical engineers for modelling of Electrical equipment in power plants, FPSOs, Transmission and Distribution stations to name a few. Being the leading software in the industry, knowledge of ETAP has become a SKILL for Electrical engineers of today.

ETAP is a program developed for the Microsoft® Windows operating systems. It is fully interactive and allows you to make changes to the one-line diagram, run system studies, and graphically review study. It gives you the opportunity to explore the many features and capabilities of ETAP including Load Flow, Short-Circuit, Motor Acceleration and Arc Flash and many more.

During the training, comprehensive course notes will be provided with practical hands on examples.

PREREQUISITES:
Basic knowledge of Electrical principles, symbols, equipment and design.

TRAINING MODULE:
In this training manual, you will Learn how to:
• Creating One-Line Diagrams, (adding elements, connecting elements, creating networks etc)
• Editing Element Properties (Generators, Motors, Cables, Transformers, Lumped Loads etc)
• Protective Device Coordination and Selectivity
• Load Flow Analysis (Normal and Unbalanced)
• Short Circuit Analysis (IEC and ANSI)
• Arc Flash Analysis (Quick Incident Energy and Global)
• Motor Acceleration Analysis (Static Motor and Dynamic Motor)
• Panel Systems
• Transient Stability
• Other modules based on attendees request and time permitting.
• Complete Project Assignment

OBJECTIVES
At the end of the course, you should be able to:
• Build system single line diagrams using IEC standards and ANSI standards.
• Interpret and analyze Electrical study reports such as Load Flow report, Short Circuit report etc.
• Size protective devices; understand the principle of electrical protection and Transient Stability.
• Read and interpret TCC curves, Understand Arc Flash analysis, and recent IEEE and IEC regulations.

5 Day Electrical Transient and Analysis Program(ETAP)Training
Lagos, PH and Abuja

ETAP | Weekday | 17th – 21st April | 5 days |N50,000
ETAP | Weekend | 8th – 22nd April | 3 Wknds | N50,000

Call: 08093982114.

The SANS Institute estimated in 2005 that IT professionals with CISSP certification were not only paid more than those with only a bachelor's degree but also earned more than IT professionals with other certifications. Certification magazine has estimated from survey data that achievement of CISSP certification results in a pay increase of 5 to 30 per cent.

PayScale.com has reported on the basis of a survey of some 4000 individuals in the IT field in 2015 that the salary range for an information security analyst was $59,000-117,000.00, while information security managers made between $79,000 and $139,000.00. The range for security architects was $91,000-154,000.00, and for information security officers $68,000-142,000.00. Salaries ranged from $68,000-132,000.00 for security engineers.

The same survey suggested that the average salary for web designers was $28,000-73,000.00. Base salaries ranged from $30,000-68,000.00, and bonuses from zero to approximately $5,000.00. Profit-sharing also varied widely with company of employment, from a low of $493.16 to a high just under $10,000.00. Commissions varied from zero to almost $5,000.00. Individuals with CISSP certification in architecture averaged $136,000.00 a year in 2009, according to Certification, while the average salary for those with the CISSP-ISM credential in management was $134,000.00 a year.

Network administrators have a wide range of responsibility and seniority, and work in a variety of business and institutional settings; consequently their annual compensation has a wide range. The Infosec Institute estimates that the median salary for network administrators is approximately $85,000.00 per year, although starting out in desktop support may bring as little as $30,000.00 per year. This same institution estimates that lead network administrators with wide-ranging responsibilities can make up to $120,000.00 annually, and that specialists in specific operating systems start at higher salaries and are likely to be better paid. Linux network administrators were estimated to earn $73,000.00, while Cisco network administrators commanded $85,000.00 and network administrators with EMC2 earned around $92,000.00 annually.

CISSP-credentialed network architects can look forward to a six-figure income, averaging $108,000.00 according to Pay-Scale. Salaries in 2014-2015 were estimated at $77,000 to approximately $153,000.00 a year, with bonuses as high as $20,000.00 and a profit-sharing range of $1,500.00-22,000.00. Nearly all network architects reported generous medical, dental and other benefits, and not surprisingly, network architects surveyed by Pay-Scale were highly satisfied with their compensation.

In all these surveys of CISSP professionals, major determinants of salary and benefits were experience, seniority and location. IT professionals in major metropolitan areas or places with high concentrations of businesses and institutions with substantial IT security requirements were more readily employed and generously compensated, and expertise in multiple operating systems or CISSP certification in sub-specialty areas as well as longer duration of experience and employment did much better in salary. It is generally agreed that a CISSP credential can result in better compensation at work, and it may well also contribute to greater job security.

Certified Information System Security Professional
Lagos, PH and Abuja
CISSP (INFORMATION SECURITY) Weekday | 17th – 21st April | N69,999
CISSP (INFORMATION SECURITY) Weekend | 8th – 22nd April | N69,999

Call: 08093982114.

An increasingly common theme in Human Resource (HR) literature in the 1990's concerns how the HR Department can make a greater contribution to the success of the business it serves. To do so, we must first change our view of the Human Resource role as being only executable within a traditional "Department." We must view HR more as a "function," or "a set of activities," than as a department. While HR services may not be delivered in the future via what we know as a Department, they must be delivered in some way. This article is about the realm of possibilities.

The HR Function Today

Today the HR Department is in a transitional phase. Some organizations have long ago realized that the HR Department can make a greater difference. Others need convincing. A positive trend seems to be developing, as evidenced in publications of the Human Resource professional's accrediting organization, the Society for Human Resource Management, (e.g. see HR Magazine, 11/98). Chief Executive Officers are increasingly viewing the HR function as an actual or potential "strategic business partner." This is encouraging, for as recently as the early 1990's the notion of the HR function as a strategic partner would have been quite novel.

To understand where the HR function is going, it is helpful to briefly review its past.

WHERE HR CAME FROM

In the first half of the 20th century, the Human Resource function grew out of the Payroll function. The remnants of this can be seen in companies that retain the responsibility for payroll processing within the HR Department. Today, the payroll function can often be found in the Controller's functional area.

This new entity then became known as the "Personnel Department." It was responsible for those duties that, quite frankly, didn't seem to fit anywhere else, such as overseeing the employment process. Unlike later iterations, the Personnel Department was not concerned with strategic recruiting and selection. Its goal was simply to hire people to fill "jobs," a 20th century creation. This emphasis explains how, even today, many people think of the Personnel Department as simply "the Department that hires people." So engrained is this idea that, even in surveys of HR practitioners that we conduct today, many of them still define the main purpose of the HR Department as being "the employment of people." Of course, it is true that in many of their companies, hiring people still is their main focus and purpose.

Since its inception, the HR Department has gone through a number of transformations, as depicted in Figure 1. During the 1970's and 1980's as it sought a new identity. These changes attempted to reposition the function as the guardian of employee relations and a provider of services.

The Evolution of the Human Resource Department:

- Payroll
- Payroll/Personnel Department
- Personnel Department
- Employee Services Department
- Human Relations Department
- Employee and/or Labor Relations Department
- Personnel Relations Department
- Human Resource Department
- Human Assets Department
- Human Capital Department
- Human Systems Department

In terms of the evolution of Management, this change had its origins in the "Human Relations" and "Human Resource" Movements of prior decades. The core notion of these movements was that organizations should proactively establish closer links with its employees to create the perception of, if not an actual concern for, employees, because of the employees' potential to disrupt organizations when "relations" became unstable.

This era was also the beginning of the "employee involvement" movement and strategy. Employees became more increasingly engaged in decisionmaking that affected them. Progressive companies increasingly realized that employees who did the work, knew the work best. To gain greater acceptance of change, it was best to involve employees whose lives would be affected by the change. Human Resource professionals became "Employee Relations Counselors" and had the responsibility of bridging, establishing and maintaining a stable relationship between the employer and its employees.

Eventually, the notions of the HR function as the Personnel Department and the Employee Relations Department gave way to a new notion: the idea of employees as organizational "resources" to be valued. Thus was born the "Human Resource Department."

Structurally, the Department did not change very much. The various sub-functions of Employment, Compensation, Training, and others remained. But the connotation of employees as "resources" permitted the HR Department to be viewed as something more than just a hiring function or as a mere provider of counseling and other services to employees. It suggested that the HR function recognized that humans as resources could be valued, served, recognized and "invested in," in ways which could increase their value to the company.

It was the start of what would later emerge as "Human Capital" theory. This theory holds that, through training and education, an investment in people will provide a "return" to the company in the form of greater innovation and/or productivity. We see this final transition represented in Figure 1 by several newly conceptualized titles, including "Human Systems" and "Human Assets" Departments. Human Systems, for example, refers to the potential involvement of the HR practitioner in any human system within the company, be it a pay system, a sociotechnical system, a team-based systems or others requiring the internal consultation of the HR professional. Their contribution is tied more closely to the strategic nature of the business and the impact can therefore be even greater than that which was possible within the traditional HR Department.

WHERE IS HR TODAY?

Where is the HR function today? In an increasing number of companies, HR services are being delivered in new ways. In others, the HR Department resembles the same function and structure used in the 1960's.

Fortunately, we are seeing long overdue change. The change is prompted by how organizations of the 1990's need to be or demand to be serviced. For some, this means being a full-fledged strategic partner in the business. For others, it simply means being utilized as something more than a mere hiring or administrative function.

Change is also affecting the name of the emerging HR function. As depicted in Figure 1, the HR function in some companies is becoming the "Human Capital," "Human Systems" or "Human Asset" Department. These names suggest the need to invest in human capital or human assets, as well as to evaluate how people are integrated in various organizational systems. Being new, these names may be better thought of as part of HR's future.

The Effect of Cross-Functionalization

Specifically, how are HR services being delivered today? Certainly, functional structures are still in use, with their traditionally separate specialty areas such as Employment, Compensation, Training, and others. However, as "team-based," "lateral," "cross-functional," or "matrix" organizations (choose a name) proliferate, the HR function has adapted. It is increasingly common to see a cross-functional HR representative assigned to other functional areas to provide general, ongoing HR services to that area, team, or group.

A more radical approach for the delivery of HR services is one in which it is understood that the HR representative is more strongly aligned with the assigned functional area than to the traditional HR Department. The difference is one of emphasis. While this is happening now, this structure could be considered more of a model for the future.

Unfortunately, this structure sometimes creates a split allegiance for the HR professional. Internal conflict increases under this model both within and across the HR functional representatives because the HR representative can become more emotionally tied to the assigned function than to the central HR function.

The Trend Toward Generalists

The trend toward the use of more HR generalists and fewer specialists also continues. This is an outgrowth of downsized organizations and the "do more with less" philosophy of the 1990's. Thus, the makeup of HR Departments reflects this demand, increasing the use of generalists who can "do it all." Some companies complement this approach with specialists, such as Compensation Specialists, for example, who are called upon as needed to serve the entire company in an internal consulting capacity. Company size also impacts the ratio of generalists to specialists. The larger the company, the more likely it is that it will create specialist positions.

Shared Services Model

Another current model gaining increased attention is the delivery of HR services via a "shared services" model. This is a centralized model in which HR specialists and generalists deliver services to the entire company on an as-needed basis, charged to the functional area served.

The central HR function also can perform normal or expected services such as administrative services (somebody has to do it!) on behalf of the company. These may be free to specific functions or the costs may be distributed over all functions.

The shared services model creates a more positive image for the HR Department as an internal consulting function rather than an administrative function, or in the other, less attractive ways the function has been traditionally viewed. A disadvantage of this approach can be the reluctance of other functions to utilize services for which they will be charged. An HR function operating in this environment would be wise to internally market its services to, or "partner" with, other functions.

WHERE IS HR GOING?

The future will be an interesting time for the Human Resource function. As one HR consultant observed (ACA Journal, Spring 1997), a review of the debates in the national business media might lead one to conclude that the future HR Department will be "a fraction of its size, with the remaining activities pushed up (to the CEO), down (to line management), out (to vendors and consultants) and in (to technology)."

Will it continue to exist, but as a smaller entity? Will it become functionally stronger, gaining greater acceptance, meaning and value in organizations where it serves? Or will its duties remain but be delivered in other forms?

Here are some of the more radical possibilities.

The Devolution of the HR Department

One scenario has the HR function being "devoluted" (i.e. de-evolved), with its tasks being redistributed or incorporated into other functional areas. Thus, managers in what once were the "customer" areas served by HR take on HR functions such as employment, compensation, counseling, and many more.

This envisioned future is disconcerting to HR professionals. A common reaction is that the supervisors and managers of other functional areas do not possess the HR professional's knowledge, gained over a long period of time about matters such as discrimination law, dispute resolution, pay strategy, administrative requirements, designing and presenting training programs, and many other responsibilities resident within HR Departments. A major concern is that this lack of knowledge on the part of the receiving function about compliance law will result in financial damage to the company, in the form of fines and penalties.

In fact, the belief that the HR function can be devoluted can be a serious misconception. From the general HR literature, it appears that non-HR professionals, including Executives, sometimes minimize the value of the HR function. Consequently, they conclude that absorbing its responsibilities will be relatively easy. This is a very dangerous assumption. One reason why an absorption of duties does not work is the time demands placed upon the absorbing functions and individuals. Whether the HR role is one capable of absorption or not, time constraints prohibit its successful and timely execution.

Thus, the thinking about the HR function's role and importance comes full circle. It is a unique function with unique preparatory requirements. In another irony of perspective concerning the absorption of the HR function, it is interesting to observe how commonly companies assign the HR function to the Financial function, but never the converse! In fact, both functions should be viewed as different, unique and, above all, separate.

Human Systems Management

Another scenario for the HR function's future is a movement toward "Human Systems Management." As briefly defined earlier, this is the management of human systems, or any organizational system in which the role, impact and reaction of the human element is of primary importance.

Human Systems Management encompasses much of what Human Resource Management has become, and more. In it, the HR function is re-creating, redefining, and essentially retuning for the Post-Modern and Information Ages. The system may be exclusively human (e.g. the process of team building) or sociotechnical (i.e. the interaction of people and technology). It may involve the redesign of work or the design of new pay systems to improve employee satisfaction and organizational performance. The key element is the human element. The desired outcome is twofold: improved individual and organizational performance.

In this HR future, we move away from the view of HR as a functional area and redefine it in terms of its internal consulting capabilities. Yet it still permits the HR function to fulfill a role we have come to expect, namely, to provide services which do not fit neatly into the roles of other functions. It is that "crossover" activity, in which the business' operations must be understood and combined with the special expertise that HR professionals possess, including knowledge of organizational behavior, organizational theory, organizational development, and human resource management. Human Systems Management thinking recognizes that the HR professional has a unique view of the organization, and serves to capitalize upon it.

Shared Services Model

The Shared Services Model has become an increasingly popular model of HR Department design, and, as previously described, could be considered as a current design. What makes it more of a future model at this time, however, is its relative lack of implementation. Practitioners are still working out the organizational issues it creates, and discovering its usefulness.

In this model the HR Department acts as a kind of "central consulting organization" and, sometimes, even becomes a "profit center,."" charging its services to other departments as its services are retained by them. While the traditional HR Department can provide consulting services out of its historically common structure, the consulting relationship is more formal in the shared services model. It is not the "old" HR Department redefining itself as internal consultants. Rather, it is a formal re-introduction of HR into the company as a functional area with a newly defined mission. This mission is to provide HR consulting services as requested for a fee.

While it may not actually be profitable as a profit center, it is an intriguing way to assess the organization's need for HR services. If one believes that the HR function can act like a strategic partner, how often are we afforded the opportunity to prove it? Do others see HR as being a mutually useful and beneficial partner in order to achieve their business objectives? Being organized in a Shared Services Model will give you the answer quickly.

Outsourcing

An increasingly popular model today is outsourcing, which permits the HR function to rid itself of activities that can often be performed by others more effectively or economically. In other cases, outsourcing simply permits the HR function to turn its attention to other, more important matters.

It would be easy to view the use of outsourcing as a current phenomenon, not as something that will occur in the future. However, a growing change in the outsourcing strategies of companies is to move beyond the simple outsourcing of administrative tasks and into the realm of professional services like compensation program management and maintenance activities. For example, third parties may be used to maintain a company's job descriptions. This is important and useful because this activity is normally a time-consuming responsibility that is often avoided internally. Third parties/consultants also can design and implement training and development programs, as well as conduct audits (e.g. pay program audits, retention audits, skill audits, etc.).

We have always outsourced a number of HR activities. These include contingent/retained recruiters, benefits administration, and training and development programs to some extent. What has changed? Specifically, it is the expansion of the activities that we are willing to outsource, spurred by the new rationale for outsourcing more HR activities: namely, that we are recognizing that the HR role can be performed much more effectively in other ways. We are moving away from the "administrative, service and control" HR model and toward the "strategic partner" HR model, and extensions of it. When we can lighten the load of HR functions in order to address more meaningful challenges, we are increasing our worth and value to our organizations. Outsourcing helps us to achieve this.

Environmental Scanning

This is, perhaps, the most unusual possible course of action for HR Department design in the future. Scanning refers to the monitoring of activities in the company's external environment. Scanning activities have been part of the HR Department's role for quite some time. For example, Compensation Departments are responsible for conducting pay surveys to gather external marketplace data. The HR Department also scans governmental activity to monitor changes in laws which affect the management of people. Employment Managers monitor demographic changes in the workforce to establish recruitment strategies.

The suggestion, therefore, is that the HR Department become the entity which is responsible for those and other scanning activities, some of which may now be performed by other functional areas, such as Marketing which is responsible for market research, or for outsourcing tasks (once again, to the "outside" of the company).

The possibilities are endless but require very different thinking about the tasks of different departments and a willingness to centralize them under the new entity. Like any other cross-functional redesign effort, a "natural work group" of tasks (i.e. a combined task group that makes sense) would need to be assembled to make this vision a reality. Not all external scanning possibilities would make sense for grouping in a department that, in the end, may have a name other than the Human Resource Department. It could be called the "Environmental Monitoring" Department, as one of many possibilities. Whatever its name, the core concept is that what happens on the outside of our companies is important and worth researching, or simply, good "strategic management."

2 Day Human Resource Management Training
Lagos, PH and Abuja
HRM | Weekend | 15th to 22nd April | 2 Weekends| ₦49,999
HRM | Weekday | 17th to 19th April | 3 days | ₦49,999

Call: 08093982114, 07039147221.
Website: www.cielgr.com

A Project is a temporary and unique endeavor, with a defined beginning and end, to reach specific goals and objectives within time, budget and technical constraints. Project Management helps us to achieve project goals by optimizing processes through proper planning, organization and allocation of resources and integration of sub-processes within the project. Project Management skills are in demand by a wide range of sectors, ranging from engineering and construction to IT, health care and administration.

Project Management Training Programs are usually sought by:

· Individuals who want to launch their career in the field or working professionals who want to advance their careers, by enhancing their ability to motivate people, effectively handle complex projects, and learn advanced management techniques to ensure cost-effective results for their company.

· Corporate looking forward to train project managers and employees to increase their organizational effectiveness; smoothen and simplify their workflows; increase coordination between teams working on a project across borders; and ensure on-time delivery of a project with higher profit margins.

To choose a Management Training Program that works for you, it is necessary to meditate upon your objectives and desired results from the course. A number of universities and institutes offer hordes of this Programs, online and offline, with varied curriculum and at varied levels to serve their target audience. The trick is to choose a program at an appropriate level that trains you in skills that you and your industry require. You also have to see whether you are interested in joining a program that includes general management skills or not.

Working professionals may prefer part-time or online courses that allow them the flexibility to sustain a full-time job and study as well while a fresher usually goes for regular courses that might also offer practical experience through internships in leading industries. The past track record of the institute or university in providing internships and placement assistance to its management training graduates might be a good indicator of what you can expect at the end of the course. Corporate and business firms might choose on-site this program or sponsor their individual employees for reputable project management training courses, depending on the group size of the employees and how personalized they want the training to be.

It is very important to verify the accreditation of the institute and qualifications of instructors who are conducting the Management Training Program you choose. You have every right to demand full details of academic and professional achievements of the instructors who are going to teach you. Ideally, an instructor of a Training Course should have academic as well as extensive industry experience in the related field. Accreditation of an institute guarantees that it meets certain basic standards of education quality and contents of the course.

Last but not the least, you should look for a Project Management Training Program that provides ample practice and offers applied knowledge. The skills and concepts you learn in the program will need to be put in use on a regular basis. Hence, a program that helps you implement your knowledge and lessons on simulated and real projects are more effective in evaluation of how much you have actually learned from the program. Project Management Training Programs, at higher levels, can provide excellent opportunities to network and collaborate with industry leaders. Hence, if you are going for advanced project management training, looking at a list of alumni and classmates is a good idea too.

5 Day PMP + Primavera and MS Project Training
Lagos, PH and Abuja
PMP | Weekday Batch A| 3rd – 7th April |5 days| N59,999
PMP | Weekend Batch A| 1st – 15th April |3 Wknds | N59,999
PMP | Weekday Batch B| 17th – 21th April |5 days| N59,999
PMP | Weekend Batch B| 8th – 22nd April |3 Wknds | N59,999

You've read the PMBOK Guide, you've studied hard and you feel that you are ready to take the PMP exam. But understanding the topics isn't the only thing you'll need to make a success of the exam. Wouldn't it be great to have the chance to take some sample questions, so you really know what the exam is going to be like?

You can use a PMP exam simulator to give you an insight into what sort of questions you'll face during the exam. Here are 10 things to look for when choosing which PMP exam simulator to use:

1. Does it have full exam mode?

Choose a simulator that offers full exam mode. This will show you what the PMP exam is really like. With full exam mode, you can take a complete practice exam in your own home or office. It's very realistic, and taking practice exams like this will help you understand what to expect on the day.

2. Does it have lots of questions?

You don't want to be sitting at the computer after a day of studying and find that the same questions appear on the screen time and time again. Choose a PMP exam simulator that has lots of questions, preferably over 1,500. This will give you plenty of variety. Varied questions are more challenging, more interesting for you, and make your experience of the simulator more realistic.

3. Are the questions presented in the same proportion as in the exam?

Having lots of questions is only half the story: you also need to make sure that the questions presented on screen are shown in the same proportion as in the PMP exam itself. For example, in the real exam, 13% of the questions will come from Initiating a Project. If your PMP exam simulator shows too few or too many questions from this section, you won't get a realistic view of what you'll be presented with on your exam day.

4. Is the vendor a PMI Registered Education Provider?

A Registered Education Provider (R.E.P) is an organization approved by PMI to issue PDUs for its training materials. You might not have your PMP certification yet, but get into good habits now and make sure that you use a PMP exam simulator from a reputable, PMI approved company.

5. Who wrote the questions?

You want to know who is behind all these questions, don't you? Try to find a PMP exam simulator that has questions written by a group of PMPs. That way, you know that behind the scenes the question writers have adapted a variety of styles, debated over the answers and the phrasing, and peer reviewed each others' work.

6. Is there a 'mark for review' feature?

In the real exam, you'll see the 'mark for review' feature. This enables you to put a question to one side for the moment and return to it at the end. Don't let a difficult question take up all of your time. In the real exam, you'll want to skip it and complete as many of the questions as possible, then go back to the ones you have marked for review. A good PMP exam simulator will let you do the same.

7. Does it have a learning mode?

There's more to PMP exam preparation than just taking practice exams. You can also use a PMP simulator to help you learn. In learning mode, you can get hints for the questions, or you can see the answer to the question. This is useful if you want to consolidate what you have learned so far.

8. Does it explain why you got questions wrong?

You also need to know why you got questions wrong! It's very frustrating to just see 'Wrong' on the screen without an explanation or a reference back to other materials so that you can revise your understanding of that concept. A good PMP exam simulator will explain the rationale and help you understand why you made a mistake.

9. Is it based on the most recent PMBOK Guide?

This is an obvious one: you need to choose a simulator to help with your PMP exam prep that is based on the most recent PMBOK Guide! If it isn't, you can't guarantee the relevance of the questions or the accuracy of the answers.

10. Will it let you take the tests multiple times?

A great simulator won't limit the amount of times you can take the tests. Repeating the tests (especially if you got some of the answers wrong) is a good way to gain confidence and improve your exam results. Look for a PMP exam simulator that allows you to retake the tests as many times as you like.

Last but not least, your PMP exam simulator will not only help you prepare properly for the exam, but it will also help you approach the exam environment confidently. You'll know what to expect, and prior knowledge is a great stress reliever! A great PMP simulator will give you an important edge in passing that all-important exam.