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Generation F make up around half of the Australian workforce. Whether they are school leavers, graduates, working mothers, migrants or entrepreneurs, Generation F are female employees who offer a diverse range of skills and attributes. In this program, we look at the growing need to engage women fully in the workforce, and outline strategies that can help employees reach their full career potential. We meet five experts who offer insights, drawn from their personal and professional experiences, to examine a profile of Generation F, highlight the importance of women's needs in the workplace, factors affecting work satisfaction, and the future of women in the workforce.
Please contact us for primary and secondary schools pricing.
Peter Quarry interviews Ann Sherry (AO) CEO, Carnival Australia
In this program Ann Sherry discusses the purpose and process of succession planning.
Successful succession planning provides strength and stability to an organisation, aids staff retention and prepares for future growth and change.
This program highlights some of the pitfalls with succession planning and discusses ways to implement a robust process that ensures the development and movement of staff in the right direction.
Learn practical ways to ensure the selection interview accurately assesses skills, knowledge, attitudes and the right 'fit for job'.
With Glenda May, Australia.
Glenda May is an organisational psychologist and corporate consultant working with many of Australia's top companies and several overseas companies, on their selection interviewing and performance management.
She works extensively in the areas of Career Management, Performance Appraisal Schemes, Design and Administration of Assessment Centres, Selection Interviewing and Business Writing.
Exit interviews provide an excellent opportunity to uncover staff satisfaction problems and implement positive changes for remaining and future employees. It is critical to understand why an employee leaves and to document feedback regarding leadership styles and other workplace issues.
Psychologist Eve Ash presents strategies and techniques to ensure your next exit interview is of the highest quality and useful for the organisation as a whole.
Research shows behavioural interviewing is five times more successful in choosing the right candidate for a job, over more traditional interviewing techniques. Psychologist Peter Quarry explains behavioural interviewing and gives many examples of how to do it in a real situation.
This program covers:
The di fference between traditional and behavioural interviewing.
How to base the interview structure on the job analysis.
Learn the communication and questioning skills that will get you the high quality information you want, whether you are interviewing, researching, investigating or just wanting to find out what's going on.
The TELL method of interviewing:
1. Trust
2. Energise
3. Lead to detail
4. Look for clues
Learning Outcomes
1. Be able to describe the TELL method of interviewing
2. Have practised conducting a role play interview and received constructive feedback
To use the concept of 'behavioural interviewing' to predict the future performance of candidates.
Anyone who wants to conduct an effective interview needs to know that past behaviour is the key to predicting future performance. A candidate's qualifications, experiences, and previous posts they've held are all important details that you need to know. But the unanswered question is: how will they actually perform in the precise job you're advertising?
Rather than using intuition, an interviewer can use the questioning techniques demonstrated in this program to retrieve relevant information based on a candidate's past experiences.
Behavioural interviewing is suitable for managers, supervisors and personnel specialists. Through realistic interview scenarios, it teaches the five stages of the behavioural interviewing technique, and shows the importance of conducting a thorough review of the job requirements, drawing up a list of interview questions, getting behavioural examples in the interview, and then rating the interviewee's skills against the job specification.
Key Training Summary:
Learn a key interviewing technique that is vitally important, effective and always successful
Enables organisations to employ the right person every time
This two-part module focusses on the selection issues that are common to all service jobs. It covers some of the general concerns that any organisation faces when selecting the right people to serve customers.
It examines the selection criteria relevant to all service jobs and the selection tools most suitable for assessing job applicants for service positions.
DVD 1: What to Look For
Introduces the five key selection criteria common to all service jobs.
DVD 2: How to Find It
Demonstrates a range of selection techniques that can be used when choosing the best applicants for service jobs.
This two-part module focusses on the selection issues that are common to all service jobs. It covers some of the general concerns that any organisation faces when selecting the right people to serve customers.
It examines the selection criteria relevant to all service jobs and the selection tools most suitable for assessing job applicants for service positions.
1: What to Look For
Introduces the five key selection criteria common to all service jobs.
2: How to Find It
Demonstrates a range of selection techniques that can be used when choosing the best applicants for service jobs.
Training Summary
1. Selecting for service
2. Selection versus training
3. The staff selection process
4. Service selection criteria
5. Biases and errors in selection
6. Service selection tools
7. Induction - the final step
Many organisations spend a great deal of time and money developing those people who will act as interviewers in a range of situations - For example, as coaches, mentors, appraisers, assessors of learning needs and during promotion or selection procedures. However, little or no time may be spent on developing the skills of the interviewees. The person who normally has most to gain or lose from the interviewing process and, at the very least, needs to be an involved participant rather that a passive recipient, is the interviewee. Proactive Interviewee Skills provides you with a comprehensive range of resources designed to:
Help interviewees in a range of situations make the most of their interviews. This ensures that time spent on coaching, appraisals, mentoring, learning needs assessment and internal recruitment is used effectively.
Enhance the considerable investment organisations already make in developing interview skills, by developing people”¦s ability to contribute fully and meaningfully to the interview situation as the interviewee.
Develop confidence, forward thinking and communication skills in the interviewee.
Focus on the importance of the interviewee following through on what happens during the interview situations, to ensure that what is agreed and planned actually happens. (Extremely important when fostering a culture of taking responsibility for one”¦s own development.)
21 tried and tested activities encourage positive participation in a wide range of interview situations.
This program is not intended to cover the whole recruitment procedure. It assumes that organisations have such a procedure in place, including job and personal requirement specifications. Instead the program concentrates upon the all-important skill of interviewing.
The key to acquiring interview skills depends first upon understanding the purpose of the interview to gain accurate information about the candidate, and to obtain evidence upon which to predict their ability to do the job. Secondly, to understand the factors that helps or hinders the flow of such information.
Skill of this nature can only be developed by practice followed by feedback. However, interviewers need background information and concepts, as well as illustration of the nature of the necessary skills to help them become aware of the process. This program will give them confidence and provide a standard by which they can measure their own performance and decide what aspects need to be improved.
Key Training Summary:
The purpose of this resource is to help participants to:
Understand the need for skill in selection interviewing.
Understand the factors that help and hinder the flow of information, particularly in the areas of planning and questioning.
Recognise the sources of evidence of suitability by applying the concept of past performance predicting future performance.
The value of exploring instances in the candidate's career.
Measure their own interview skills and determine how they can be improved.
Most organisations put great effort into recruiting and selecting the right person for the right job. But despite the endeavours, recruiting can sometimes feel like a lottery!
This two-part program, which features both drama-based and documentary material, offers a clearly-structured approach to the recruitment process. By using this planned and objective method, your business will save time, money and energy. The key learning points shown in the programs are based on setting quantifiable objectives for each stage of the recruitment process, from preparing job specifications to making the final decision. Aimed at line managers, the methods shown can be applied to recruitment and selection at all levels.
The first program, 'Planning', emphasises the importance of preparation, and demonstrates how to create a detailed plan that your business can follow through every stage of the recruitment process.
The second program, 'Interviewing', covers what managers should or should not do at the interview stage, and stresses the importance of using a structured set of questioning skills.
Key Training Summary:
Rely less on gut feelings and more on set recruitment criteria in order to make successful appointments
Save your business time, money and energy by appointing the right staff
To provide managers with all the necessary skills to conduct an effective recruitment interview.
A selection interview is a bit like detective work. Suspects must be eliminated until the right person is found, whether from inside or outside the organisation. Making the right selection choice means knowing the budget was spent well, a valuable asset has been acquired and that colleagues will be motivated by the new team member.
Split into three scenarios, this entertaining program introduces some managers who get the costly decision wrong by making common mistakes.
Ethelred the Unready is unprepared, knows little about the job or the candidate, and is constantly interrupted by colleagues as the interview progresses. Ivan the Terrible would rather trumpet his own opinions than encourage the candidate to talk. And Gillian the Silent allows the candidate to take over, and fails to probe or voice her doubts...
Targeted at less experienced staff conducting recruitment interviews, this engaging program uses the memorable ”„wrong-way, right-way”¦ approach to teach the invaluable skills of effective interviewing.
It also includes the Interviewee preparation program, which teaches job candidates how to research a company and question interviewers to find out the things that matter to them. This is suitable for internal candidates, as well as for schools and colleges to prepare graduates for the job market.
Featuring Hugh Laurie, Dawn French, John Cleese, Simon Shepherd and Philip Franks.
Key Training Summary:
Prepare and conduct effective selection interviews with confidence and skill
Candidates will be suitably prepared for all aspects of a job interview
To use the concept of 'behavioural interviewing' to predict the future performance of recruitment candidates.
A candidate who interviews superbly may not live up the interviewer's expectation in terms of actual performance. To help make the selection process more objective, leading industrial psychologist Dr Paul C Green has developed a proven system of 'behavioural interviewing'.
Suitable for managers, supervisors and personnel specialists, this best-selling program shows that past behaviour is the key to predicting future performance. Rather than using intuition to select a candidate, the interviewer must intuitively ask the right questions to reveal examples of their past performance.
Realistic interview scenarios demonstrate key skills such as: maintaining control of the interview; using silence as a tool; how to listen and use appropriate feedback; and seeking contrary evidence to truly determine the candidate's skills set. Learners will also learn the importance of conducting a thorough review of job requirements, drawing up a list of interview questions, getting behavioural examples in the interview, and then rating the interviewee's skills against job specification.
Key Training Summary:
Predict the future performance of interviewees
Learn a highly effective and successful interviewing technique
This program is designed to assist managers, supervisors and team leaders in their efforts to draw a bridge between the management skills they need and the leadership concepts their organizations are embracing.
The 21st century organization requires different kinds of relationships with employees. Topics include: Employment interviews. What you need to know about ... the position you're hiring for; the candidate you're interviewing; yourself. Preparing for the interview. The interview. The leader's responsibility.