-Improve your financial intelligence-
Why this workshop?
This workshop will train you in improving your financial intelligence and its application and will inculcate the ability to analyse and interpret financial statements and reports, through practical exercises. You will learn the role of cash flow in business, contribution and break-even analysis and to use relevant costs for decision making.
Who will benefit and how?
This workshop is meant for
- a manager who does not have formal training in finance
- a professional or an entrepreneur with a need to have a better grasp of his business finances.
Within one day, you will learn –
- the basics of business finance,
- how to read, analyse and interpret financial statements, viz., the Balance Sheet, Profit & Loss A/C and Cash Flow Statements,
- the differences between profit and cash flow, the linkage between them, and the importance of cash flow in the business
- to determine return on capital employed (ROCE), the role of Margin and Velocity, and to use ratio analysis techniques through practical examples,
- how to benchmark profitability and other operating performance metrics of your business or division or unit,
- about cost structures, contribution & break-even analysis for decision making
- EVA model to improve business performance.
- Basics of business finance
- The science and the art of finance
- Video on business finance
- Terminology, concepts and limitations
- How to read financial statements
- Introduction to Balance Sheet, P&L and Cash flow
- The relationship among the three statements
- Profit vs Cash flow and the importance of cash
- Operating cash flow and concept of free cash flow
- Business Performance measurement
- ROCE and other key ratios
- Usage and limitation of ratios
- Case study on inter-firm comparison
- Useful financial concepts for decision making
- Accounting profit vs Economic value added (EVA)
- Contribution and break-even analysis
- Relevant cost approach
- Key Learning
- Recap through a quiz format
- Summarise key learning and personal action plan
Imagine Sholay with Shatrugan Sinha instead of Amitabh and Danny instead of Amjad Khan. That was the original cast. History would have been robbed of the greatest film in Bollywood. And yet it was by chance and not intent that Amitabh and Amjad found themselves in the film.
Why is it that we go wrong when it comes to people? How do we know that we are correct in our choices of people before it is too late? Is it plain luck or is there a science to it? Is it psychological testing or is it competency based interviewing? By relying extensively on past behaviors to predict future behaviour are we giving up on untested potential and relying too much on tested behaviour in largely contextual situations?
It was the fictional character of Sherlock Holmes who would be able to predict his client to Dr Watson even as the client was just stepping into his foyer much before meeting him. Such was Holme’s eye for detail and observation and awareness.
This one day course builds your people skills and will give you the confidence to select the right people, and engage and develop them for your organization and your team and yourself.
- Developing an interest in people.
- Asking the right questions.
- Evaluating the answers in the right manner.
- Challenging your own conclusions.
- The art of preempting behavior.
Who should attend
Line Managers and HR Managers, who short list, sit on interviewing panels to evaluate and select human assets for their organization.
- Understanding the job and its requirements
If we followed a nurse making rounds in a hospital and observed an engineer sitting in front of a CAD (computer aided design) terminal and then watched an assembly line worker, we would see many differences in the types of tasks they do. How can we classify these differences? We might notice the nurse moving around a lot more and having direct contact with patients, answering specific questions and doing specific things appropriate for each patient. We would observe the engineer designing a product and making a lot of mouse and keyboard movements at the CAD terminal, but the important activities are happening in his brain and are not visible to the observer. Both are obviously doing tasks that are very different from the repetitive, visible manual work of the assembly line worker.
- Preparing for the Interview in terms of time and place and picking the right members for the selection panel.
The Indian Tennis Federation has to send a doubles team for the Olympics. Leander Paes is the best doubles player who wants to team up with Rohan Bopanna who in turn wants to team up with Mahesh Bhupathi. Leander does not want to team up with Mahesh. Should Leander( the best doubles player) and Sania Mirza be sent or Mahesh and Sania who just won the French Mixed Doubles title. Is this the same situation in your company?
- The questions to probe
The debate over open ended vs close ended questions. Specific behaviour seeking questions over questions allowing the interviewee to speak frankly and freely. The order of questions to be asked, at different stages of the interview, in order to elicit relevant information and important insight into the candidate. When do you have enough information to close? How to close the interview leaving the interviewee with a lasting impression of the company?
- The answers and getting insights
Real time evaluation of answers to glean vital insight while keeping the interviewee disarmed.
- Probing for details and clarification
Looking for clues and signs and correct interpretation of the answers.
- Induction/On Boarding
Training the inductee into company, job and team.
- Developing a Performer
Understanding psychological contract and its impact.
Leveraging Strategic Opportunities to Create Value
In an increasing dynamic business environment, leaders need to ensure continuous value creation by gaining new insights of the fundamental drivers of their business and rigorously challenge conventional thinking about them.
This would require them to work and think strategically to continuously seek, identify, develop and target unique opportunities that will generate future enterprise value.
Differentiated strategic thinking challenges assumptions about the business value proposition, uncovers potential opportunities for creating value so that when the plan is created, in conversation with others, it beneficially leverages these opportunities for the benefit of all stakeholders.
In this workshop there will be an exposure to underlying concepts, tools and techniques that will help participants to appreciate the Strategy challenges of the 21st Century; and help recognize that tomorrow’s success depends on individual and team abilities to imbibe and practice strategic thinking on an ongoing basis, to build alignment and ensure balance in execution and strategy.
- Inculcate Strategic Thinking as a part of Management Toolkit
- Appreciate practical tools and techniques to support an environment to think and work more strategically
- Sharpened skills to deploy a strategic perspective and balance competitive elements with diverse ambitions
- Integrate Strategic Thinking with planning, identification of strategic issues and opportunities, problem solving and decision making.
- Develop linkages from Strategy to its adoption, execution and review.
Who should attend?
“Strategic Thinking” is designed for leaders and managers who are keen to enhance their skills to think strategically and participate and engage in broader strategy conversations with others.
- Program Overview:
- Strategic Thinking – Concept and Role
- Relevance of Strategic Thinking
- Tactical vs. Strategic Thinking
- Case & Activity
- Strategic Analysis – External & Internal environments
- Understanding the Environment
- Tools for External, Internal Analysis
- Linkages within Organization
- Case and Exercises
- Strategic Choices – analyzing data & information, developing and evaluating alternatives
- Strategic Thinking – Need and Approaches
- Formulation of Strategic Alternatives
- Evaluating Alternatives
- Case and Exercises
- Strategic Decision Making – rational and intuitive decision making, resources
- Balanced View – Structured and Intuitive approaches
- Planning for Strategic Resources
- Case and Exercises
- Alignment, Execution and Risk Management
- Strategy Alignment, Integration and Execution; Review & Correction
- Anticipating & Managing Strategic Risks
- People and Strategy – Making it Happen
- Case and Exercises
- Personal Action Plans based on key learning
- Strategic Thinking – Concept and Role
Sexual harassment is a violation of women’s human rights and a prohibited form of violence against women in many countries. Sexually harassing conduct causes devastating physical and psychological injuries to a large percentage of women in workplaces around the world. It is obvious that there is a sharp raise of working women in industries. Professionals required to deal with women employees should require firsthand knowledge of such harassment and its remedies happening to women in work-place.
Who Will Benefit:
The participants should be Operating Executives/ Managers working in Factories; Personnel/HR Officers/Executives/ Managers engaged in Plants/Regions/Corporate Offices; Working as In-Charges of HR/Personnel at Site Offices; Running Firms as Independent Professionals and Desiring to become Independent Self Employed Persons; Family Business Owners and Aspiring to become Entrepreneur and HR/ Personnel Professionals.
The workshop is a mixture of lectures, case studies, classroom participants coaching (through questions and answers), and test questions would enrich the participants about the theoretical and practical approaches of Sexual Harassment of Women in Industry.
Workshop Objective :
After attending the workshop the participants would be able to learn:
- The nature of sexual harassment of women at Work and its different manifestations;
- The legal frame work and its background;
- The relevant laws relating to this issue;
The connected matters related to women sexual harassment at Work.
What Will You Learn?
- MODULE 1
-Background, concept, definition, different approaches- ilo & global
- MODULE 2
- Indian context: background, definition, constitutional approach, different behavioural approaches
- MODULE 3
- Supreme court rulings in vishaka vs state of rajasthan case: guidelines framed by supreme court of india- application of same to industry
- MODULE 4
- Application, extent and other procedural matters of sexual harassment of women at work place (prevention, prohibition and redressal) act, 2013; the act vis-á-vis new amendment in criminal law arising out of delhi gang rape case (2012)
- MODULE 5
- Critical analysis of the act with respect to other issues like sexual harassment of men etc.
- MODULE 6
- Case studies, questionnaire test and questions and answers, summing up & clarification, programme feedback