Dear Members,
We have all been through situations where an individual is exceptionally good in his / her current role, and by going with his / her performance during the appraisal we promote them to the next cadre, and we expect them to perform with the same potential.
However, most of the times we notice that the performance of the promoted employees slides down and they do not perform to the expected levels. If we analyse the reason we'll come to know that it is not the employees who are promoted who have to be blamed but it is the management which has to be blamed.
While we expect the best performance from the employees in their elevated position we do very little or nothing to make sure that those employees get the information or training to perform at their elevated positions.
Keeping this in mind as a Training Manager, i've suggesteed to my organization that we should initiate some kind of Trainng for these employees and also for those who aspire to become Team Leaders and Managers. On these line can you all suggest some good Training session which will induce the responsibility and at the same time make them aware of what they are expected to do, it is an IT company which i'm talking about.
If people can give me suggestions and comments as to what can be done to these employees, keeping in mind todays trends in training.
Expecting replies from you all.
You can also contact me through mail, my mail id is mohammed.azmathyahoo.co.in
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
3We have all been through situations where an individual is exceptionally good in his / her current role, and by going with his / her performance during the appraisal we promote them to the next cadre, and we expect them to perform with the same potential.
However, most of the times we notice that the performance of the promoted employees slides down and they do not perform to the expected levels. If we analyse the reason we'll come to know that it is not the employees who are promoted who have to be blamed but it is the management which has to be blamed.
While we expect the best performance from the employees in their elevated position we do very little or nothing to make sure that those employees get the information or training to perform at their elevated positions.
Keeping this in mind as a Training Manager, i've suggesteed to my organization that we should initiate some kind of Trainng for these employees and also for those who aspire to become Team Leaders and Managers. On these line can you all suggest some good Training session which will induce the responsibility and at the same time make them aware of what they are expected to do, it is an IT company which i'm talking about.
If people can give me suggestions and comments as to what can be done to these employees, keeping in mind todays trends in training.
Expecting replies from you all.
You can also contact me through mail, my mail id is mohammed.azmathyahoo.co.in
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
Dear Azmath
Your post expresses a genuine concern that I personally had when I was promoted. I did realize that I was weak in managing my time, which is one very important factor when it comes to handling more responsibilities (and roles).
IMHO, time management is one of the most important topics that fresh promotes require training on, (It is one of the those skills that is most desired yet never mastered), and hence a formal training on it might help a lot.
I also feel that other than time management, a leadership workshop should also inculcate habits that would build healthy leaders and ease out within-team tensions, if any.
My two bytes.
PL&E
From United States, San Diego
Your post expresses a genuine concern that I personally had when I was promoted. I did realize that I was weak in managing my time, which is one very important factor when it comes to handling more responsibilities (and roles).
IMHO, time management is one of the most important topics that fresh promotes require training on, (It is one of the those skills that is most desired yet never mastered), and hence a formal training on it might help a lot.
I also feel that other than time management, a leadership workshop should also inculcate habits that would build healthy leaders and ease out within-team tensions, if any.
My two bytes.
PL&E
From United States, San Diego
THE BPO MANAGEMENT / LEADERSHIP TRAINING
SHOULD BE OF TWO PARTS.
1.INTERNAL OPERATION.
-this is critical as the individuals come from ''operator'' to
''leadership'' position, often see/feel the tree but do not
see/feel the wood. Hence , a program should give an overview
of the total operation.
2. PEOPLE MANAGEMENT SKILLS.
-this is critical for management of people, working for them.
ESSENTIAL SKILLS FOR BPO CENTER MANAGEMENT
THIS PROGRAM IS APPLICABLE FOR ANY TYPE OF
BPO OPERATION - call centers/ loans servicing/customer servicing etc.
This PROGRAM will enable individuals to:
Plan and manage BPO center resources
Handle a growing variety of customer contacts
Effectively use reports and measurements
Establish and meet performance objectives
Win top management's support
=======================================
An Inside Look at the BPO CENTRE Profession
How skills and knowledge are developing
How the best call centers operate
Understanding the Driving Forces of Incoming Call Centers
How random and peaked call arrival effects staffing decisions
How callers feel about waiting in the queue
How callers react to waiting, busy signals, and IVR's
Abandonment
Establishing an Effective Planning Process
The 7 inter-related planning steps
Forecasting call load
Calculating base staff
Calculating trunks and system resources
Calculating shrinkage
Organizing schedules
Calculating costs
Developing a proven planning process
Understanding Service Level
Service level: tying the resources you need to the results you want
How quality and service level are inter-related
Choosing a service level objective that is right for you
Acquiring the Data You Need
Sources of call center management data
Avoiding "info-glut": determining what's relevant
Forecasting the Calling Load
The difference between call volume and call load
Long and short-term forecasting methods
Blending in judgment: how politics, personalities, and organizational realities influence forecasting
Avoiding the ten common forecasting mistakes
How call center size effects your tolerance for inaccuracies
Staffing the Right Way
Defining answer groups
The capabilities of Erlang C and computer simulation
Staffing for e-mail, networks, skill-based routing, long calls, and blended environments
Indispensable Calculations and Projections
Base staff and trunks required
Occupancy and adherence to schedule
What you can expect with the staff you have
Anticipating growth
Factoring in non-phone activities
The impact of skills-based routing
The Implications of The "Immutable Laws"
Service level versus occupancy
The powerful pooling principle
Staff versus trunks and network costs
The dynamics of group size
The law of diminishing returns
Organizing Effective Schedules
The alternatives available
Preparing for exceptions
Getting buy-in from staff
Schedule adherence - without autocracy
Cultivating Collaboration and Buy-In Throughout
Why and how agents should be involved in the planning process
Making a case to senior management
Coordinating with other departments
Real-Time Management
The information to watch
The "where is everybody?" issue
Understanding caller behavior
Identifying feasible real-time actions
Utilizing real-time strategies appropriately
Performance Measurements
Why this is such a "hot topic"
How your "actions" may be conflicting with your objectives
What to measure - individuals
What to measure - the call center as a whole
Getting the information you need
Effective monitoring and coaching
Improving Quality and Efficiency
Service level with quality
Beyond platitudes - improving the process
Ten assignments that will yield proven results
The structure of your call center
Leading Practices and Your Professional Development
Characteristics of leading call centers
Your professional career path and development
Action Plan
=================================================
================================================== ===========
People Management Skills Program
Subject Overview
1. Understanding the critical difference.
What is it?
Being clerical staff.
Being a supervisor / manager /team leader
--------------------------------------------------------------------------
2. Understanding your staff ‑ as individuals.
The "why" of behaviour
Relationship of motivation to performance.
Managing motivation.
Individual behaviour
•Perception.
•Factors affecting the perceptual processes.
•Attitude.
*Sources of attitude.
--------------------------------------------------------------------
3. Understanding the leadership and the influence.
How do I direct the staff
Leadership identified.
Determinants of leadership. person factor. position factor. situation factor. ffective leadership behaviour
-------------------------------------------------------------------------
4.Managing by situational leadership influence.
Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
---------------------------------------------------------------------------
5.Supervisory/ managerial Relationships
Working with win‑win intent. Creating positive attitude. Relating with the subordinates. Developing empathy and credibility. Your personal touch on the job. Developing staff participation.
----------------------------------------------------------------------------------
6.Knowing your work group and how it operates.
How to analyse the group. How to observe behaviour patterns. Getting to know about attitudes and beliefs. Group motivation to work. Group control and discipline. Recognising group needs in work assignments and changes. How to get the results you want through groups.
------------------------------------------------------------------------------------------
7. Analysing the subordinate's job.
What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
---------------------------------------------------------
8. Selection process.
Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.
-------------------------------------------------------
9. Setting objectives.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
-----------------------------------------------------------
10.Performance review and development plan.
Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
----------------------------------------------------------------------------------
11.After performance review meeting.
Coaching for improved performance. Mentoring.
--------------------------------------------------------------------
12.Staff counselling and problem solving.
------------------------------------------------------------
13. Managing problem employees.
*Behaviours and intervention strategies.
-----------------------------------------------------------------
14. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
------------------------------------------------------------
15. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
------------------------------------------------------------
16.Managing by exception ‑ techniques.
--------------------------------------------------------------------
17. Managing diversity
--------------------------------------------------------
18. Assertiveness.
-------------------------------------------------------------
19. Delegation
-------------------------------------------------------------
20.Problem solving.
Defining the problem. Gather the facts and make assumptions relevant to the problem. Compare the positive factors and the negative factors. Decide the cause of the problem. Develop several solutions. Select and put the most practical solution into effect. Monitor the effectiveness of the solution.
-----------------------------------------------------------------------
21.Managing conflicts.
•Modes of dealing with conflicts.
•Steps in dealing with conflicts.
•Conflict resolution.
*Outcome of conflicts.
--------------------------------------------------------------------------
22.Training and coaching on the job.
Training and coaching. Building an understanding climate. Handling mistakes. Preventing mistakes. Discipline. How to induct and employee.
------------------------------------------------------------------------------------
23.Counselling.
*Understanding self ‑ concept.
•You, as a counsellor.
•Coaching for improved performance.
•Counselling ‑ face to face discussion.
----------------------------------------------------------------------------------
APPROACH TO THE TRAINING/ DEVELOPMENT PROCESS
OF THE TEAM LEADERS.
Learning Techniques Include:
Workshop activities
Problem solving exercises
Training videos
Case discussions/presentations
Role plays
Simulations
On the job real life exercises during the phases
Of the program.
regards
LEO LINGHAM
From India, Mumbai
SHOULD BE OF TWO PARTS.
1.INTERNAL OPERATION.
-this is critical as the individuals come from ''operator'' to
''leadership'' position, often see/feel the tree but do not
see/feel the wood. Hence , a program should give an overview
of the total operation.
2. PEOPLE MANAGEMENT SKILLS.
-this is critical for management of people, working for them.
ESSENTIAL SKILLS FOR BPO CENTER MANAGEMENT
THIS PROGRAM IS APPLICABLE FOR ANY TYPE OF
BPO OPERATION - call centers/ loans servicing/customer servicing etc.
This PROGRAM will enable individuals to:
Plan and manage BPO center resources
Handle a growing variety of customer contacts
Effectively use reports and measurements
Establish and meet performance objectives
Win top management's support
=======================================
An Inside Look at the BPO CENTRE Profession
How skills and knowledge are developing
How the best call centers operate
Understanding the Driving Forces of Incoming Call Centers
How random and peaked call arrival effects staffing decisions
How callers feel about waiting in the queue
How callers react to waiting, busy signals, and IVR's
Abandonment
Establishing an Effective Planning Process
The 7 inter-related planning steps
Forecasting call load
Calculating base staff
Calculating trunks and system resources
Calculating shrinkage
Organizing schedules
Calculating costs
Developing a proven planning process
Understanding Service Level
Service level: tying the resources you need to the results you want
How quality and service level are inter-related
Choosing a service level objective that is right for you
Acquiring the Data You Need
Sources of call center management data
Avoiding "info-glut": determining what's relevant
Forecasting the Calling Load
The difference between call volume and call load
Long and short-term forecasting methods
Blending in judgment: how politics, personalities, and organizational realities influence forecasting
Avoiding the ten common forecasting mistakes
How call center size effects your tolerance for inaccuracies
Staffing the Right Way
Defining answer groups
The capabilities of Erlang C and computer simulation
Staffing for e-mail, networks, skill-based routing, long calls, and blended environments
Indispensable Calculations and Projections
Base staff and trunks required
Occupancy and adherence to schedule
What you can expect with the staff you have
Anticipating growth
Factoring in non-phone activities
The impact of skills-based routing
The Implications of The "Immutable Laws"
Service level versus occupancy
The powerful pooling principle
Staff versus trunks and network costs
The dynamics of group size
The law of diminishing returns
Organizing Effective Schedules
The alternatives available
Preparing for exceptions
Getting buy-in from staff
Schedule adherence - without autocracy
Cultivating Collaboration and Buy-In Throughout
Why and how agents should be involved in the planning process
Making a case to senior management
Coordinating with other departments
Real-Time Management
The information to watch
The "where is everybody?" issue
Understanding caller behavior
Identifying feasible real-time actions
Utilizing real-time strategies appropriately
Performance Measurements
Why this is such a "hot topic"
How your "actions" may be conflicting with your objectives
What to measure - individuals
What to measure - the call center as a whole
Getting the information you need
Effective monitoring and coaching
Improving Quality and Efficiency
Service level with quality
Beyond platitudes - improving the process
Ten assignments that will yield proven results
The structure of your call center
Leading Practices and Your Professional Development
Characteristics of leading call centers
Your professional career path and development
Action Plan
=================================================
================================================== ===========
People Management Skills Program
Subject Overview
1. Understanding the critical difference.
What is it?
Being clerical staff.
Being a supervisor / manager /team leader
--------------------------------------------------------------------------
2. Understanding your staff ‑ as individuals.
The "why" of behaviour
Relationship of motivation to performance.
Managing motivation.
Individual behaviour
•Perception.
•Factors affecting the perceptual processes.
•Attitude.
*Sources of attitude.
--------------------------------------------------------------------
3. Understanding the leadership and the influence.
How do I direct the staff
Leadership identified.
Determinants of leadership. person factor. position factor. situation factor. ffective leadership behaviour
-------------------------------------------------------------------------
4.Managing by situational leadership influence.
Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.
---------------------------------------------------------------------------
5.Supervisory/ managerial Relationships
Working with win‑win intent. Creating positive attitude. Relating with the subordinates. Developing empathy and credibility. Your personal touch on the job. Developing staff participation.
----------------------------------------------------------------------------------
6.Knowing your work group and how it operates.
How to analyse the group. How to observe behaviour patterns. Getting to know about attitudes and beliefs. Group motivation to work. Group control and discipline. Recognising group needs in work assignments and changes. How to get the results you want through groups.
------------------------------------------------------------------------------------------
7. Analysing the subordinate's job.
What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.
---------------------------------------------------------
8. Selection process.
Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.
-------------------------------------------------------
9. Setting objectives.
Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.
-----------------------------------------------------------
10.Performance review and development plan.
Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.
----------------------------------------------------------------------------------
11.After performance review meeting.
Coaching for improved performance. Mentoring.
--------------------------------------------------------------------
12.Staff counselling and problem solving.
------------------------------------------------------------
13. Managing problem employees.
*Behaviours and intervention strategies.
-----------------------------------------------------------------
14. Motivating people through supporting communication.
*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.
------------------------------------------------------------
15. Managing the change.
Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.
------------------------------------------------------------
16.Managing by exception ‑ techniques.
--------------------------------------------------------------------
17. Managing diversity
--------------------------------------------------------
18. Assertiveness.
-------------------------------------------------------------
19. Delegation
-------------------------------------------------------------
20.Problem solving.
Defining the problem. Gather the facts and make assumptions relevant to the problem. Compare the positive factors and the negative factors. Decide the cause of the problem. Develop several solutions. Select and put the most practical solution into effect. Monitor the effectiveness of the solution.
-----------------------------------------------------------------------
21.Managing conflicts.
•Modes of dealing with conflicts.
•Steps in dealing with conflicts.
•Conflict resolution.
*Outcome of conflicts.
--------------------------------------------------------------------------
22.Training and coaching on the job.
Training and coaching. Building an understanding climate. Handling mistakes. Preventing mistakes. Discipline. How to induct and employee.
------------------------------------------------------------------------------------
23.Counselling.
*Understanding self ‑ concept.
•You, as a counsellor.
•Coaching for improved performance.
•Counselling ‑ face to face discussion.
----------------------------------------------------------------------------------
APPROACH TO THE TRAINING/ DEVELOPMENT PROCESS
OF THE TEAM LEADERS.
Learning Techniques Include:
Workshop activities
Problem solving exercises
Training videos
Case discussions/presentations
Role plays
Simulations
On the job real life exercises during the phases
Of the program.
regards
LEO LINGHAM
From India, Mumbai
Hi,
We have tailor made packages as interventions for Managers that are skill based and would help in skill enhancement.
We are currently doing a lt of Leadership development modules.
Pl. contact at
or 0 98408 59490.
Regards,
anupa.
training manager
Gemba
From India, Bangalore
We have tailor made packages as interventions for Managers that are skill based and would help in skill enhancement.
We are currently doing a lt of Leadership development modules.
Pl. contact at
Regards,
anupa.
training manager
Gemba
From India, Bangalore
Dear Friends,
Thank you very much for all your valuable inputs and i'll try to further work on it going ahead.
It would really be helpful, if anyone can provide me with some material with reference to the topics that have been mentioned.
Expecting a reply for this as well.
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
Thank you very much for all your valuable inputs and i'll try to further work on it going ahead.
It would really be helpful, if anyone can provide me with some material with reference to the topics that have been mentioned.
Expecting a reply for this as well.
Regards,
Mohammed Azmath
From India, Tiruchchirappalli
Hello Mohammed
You have experienced a common problem in which competent employees are promoted on their ability to get the job done. However, Team Leaders and Managers require a whole new set of skills. Previously, they were responsible only for their own work. Now they are expected to delegate, monitor, appraise, coach, enthuse and discipline the work of others.
First, decide with your management team what responsibilities, accountabilities and skills a new team leader/manager will require – and write these down. Next, sit down with a prospective or new team leader/manager and go over what each of these entail, and engage in two-way discussion until both of you have a common understanding.
Then, perform a skills audit on each team leader/manager or a group of team leaders/managers to determine skill and knowledge shortfalls. And only then will you be in a position to understand what your real training needs are.
If you choose an off the shelf training solution, make sure the solution fits at least most of your important needs. And another important point is that you need to “make them aware of what they are expected to do”, as you say, however, remember that managing staff is a skill that requires a lot of practice; a lot of trial and error, making mistakes and learning from those mistakes. In this respect, on the job coaching and continual feedback to team leaders/managers after the training is crucial.
I wish you the best in your search for effective training. You might want to have a look at our resource 2 Way Feedback for new team leaders/managers at
http://www.businessperform.com/html/...unication.html
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
You have experienced a common problem in which competent employees are promoted on their ability to get the job done. However, Team Leaders and Managers require a whole new set of skills. Previously, they were responsible only for their own work. Now they are expected to delegate, monitor, appraise, coach, enthuse and discipline the work of others.
First, decide with your management team what responsibilities, accountabilities and skills a new team leader/manager will require – and write these down. Next, sit down with a prospective or new team leader/manager and go over what each of these entail, and engage in two-way discussion until both of you have a common understanding.
Then, perform a skills audit on each team leader/manager or a group of team leaders/managers to determine skill and knowledge shortfalls. And only then will you be in a position to understand what your real training needs are.
If you choose an off the shelf training solution, make sure the solution fits at least most of your important needs. And another important point is that you need to “make them aware of what they are expected to do”, as you say, however, remember that managing staff is a skill that requires a lot of practice; a lot of trial and error, making mistakes and learning from those mistakes. In this respect, on the job coaching and continual feedback to team leaders/managers after the training is crucial.
I wish you the best in your search for effective training. You might want to have a look at our resource 2 Way Feedback for new team leaders/managers at
http://www.businessperform.com/html/...unication.html
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Vicki's approach is excellent.
Specific training sessions could also include :
- Effective Communication - particularly if interaction with others is likely to increase
- Effective Leadership and Team Building Skills
- Stress and Time Management (both are interlinked) - very important
- General Management Skills - such as Perception & Attitudes, the Pygmalion Factor, the Johari Window, Covey's Habits, etc. depending upon the requirements of the positions the employees are promoted to.
Jeroo
From India, Mumbai
Specific training sessions could also include :
- Effective Communication - particularly if interaction with others is likely to increase
- Effective Leadership and Team Building Skills
- Stress and Time Management (both are interlinked) - very important
- General Management Skills - such as Perception & Attitudes, the Pygmalion Factor, the Johari Window, Covey's Habits, etc. depending upon the requirements of the positions the employees are promoted to.
Jeroo
From India, Mumbai
The Question is not “What Training Should be Provided” The Question is “How Should it be Delivered”
First of all the training Program Needs to be Designed around the JD (Job Description) of the Employee so that they* Completely understand and Relate and are open / Resistive to the training.
The Content as mentioned above by Vicki and Jeroo Would be Perfect!
But At the same time to elaborate.
Communication Skills: Business Communication, Grammatical Correctness*, Listening Skills, Feedback Methodology, Political Correctness
Etiquette Training Workshop: Telephone Etiquette, Email Etiquette, Conference calls, if required, Dining Etiquette.
Handouts on Personal Grooming, Hygiene etc ( Sounds weird but People need It)
General Management Skills as mentioned above.
At the same time Technology Tools Empowerment, Ex If the Job would Involve Reporting, Not Just Train the employee on MS office Package but also tell them How Creative they could be with the Reports (Has worked for me, and You would be surprised by the results)
Bottom Line, An Employee Promoted to a Team Leader or Assistant manager Needs Support, and By training them* you are Not only helping them* Perform better, but also Mentally Conditioning them to take the New Responsibility and Know What to do and not get lost
(This Cuts down on the Groupism and Unnecessary Bi-Products of it ; “I don't know what to do” Factor Which results in they finding a Leader / Instructor which in turn results in what we call Office Politics)
Training may Just Not be Just the Solution But "Empowerment" through Training Is.
Regards,
Akshay.
From India, New Delhi
First of all the training Program Needs to be Designed around the JD (Job Description) of the Employee so that they* Completely understand and Relate and are open / Resistive to the training.
The Content as mentioned above by Vicki and Jeroo Would be Perfect!
But At the same time to elaborate.
Communication Skills: Business Communication, Grammatical Correctness*, Listening Skills, Feedback Methodology, Political Correctness
Etiquette Training Workshop: Telephone Etiquette, Email Etiquette, Conference calls, if required, Dining Etiquette.
Handouts on Personal Grooming, Hygiene etc ( Sounds weird but People need It)
General Management Skills as mentioned above.
At the same time Technology Tools Empowerment, Ex If the Job would Involve Reporting, Not Just Train the employee on MS office Package but also tell them How Creative they could be with the Reports (Has worked for me, and You would be surprised by the results)
Bottom Line, An Employee Promoted to a Team Leader or Assistant manager Needs Support, and By training them* you are Not only helping them* Perform better, but also Mentally Conditioning them to take the New Responsibility and Know What to do and not get lost
(This Cuts down on the Groupism and Unnecessary Bi-Products of it ; “I don't know what to do” Factor Which results in they finding a Leader / Instructor which in turn results in what we call Office Politics)
Training may Just Not be Just the Solution But "Empowerment" through Training Is.
Regards,
Akshay.
From India, New Delhi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
TRAINING & TEAM BUILDING GAMES.doc
Training for Customer Service & Team Building.ppt