To ensure a pool of competent and high quality trainers to meet the human capital development needs of the nation.

THE OBJECTIVES OF HRDF-TDF ARE AS FOLLOWS:-

MAIN FEATURES

• More standardized 5-day Train the Trainer programme
• Performance based contracts for HRDF TTT vendors
• Separate independent assessment for trainers who successfully completed TTT or exemption
• 3 years HRDF accredited trainer validity with objective based conditions for renewal
• Accreditation of all current active trainers within 3 years grace period

Coaching an employee for improvement in performance (sometimes called counseling) is necessary when you repeatedly give negative feedback on the same issues. Performance improvement is a sensitive topic, so take an informal, prevention-minded action through constructive feedback.

Define the performance problem.

Summarize the pattern of performance that needs improvement. Stay away from stating why you think the problem is occurring; instead, avoid the assumptions and tell what you see happening in concrete, observable terms.

Invite the employee into the discussion.

Listen closely so that you can understand the employee’s perspective on the situation. As needed, explore possible causes for the problem. Discovering root causes helps you pinpoint solutions that help improvement happen.

Don’t debate, listen. Neither of you have to see exactly eye-to-eye on the problem. What you need instead is for both of you to understand what each other has to say. Quite often, by avoiding the blaming or other problem-dwelling focuses, the dynamic of the interaction has opportunity for openness, and you can both gain insight. Remember, you’re here to be helpful; otherwise, why should anyone want to work with you for improvement?

Collaboratively create the plan for improvement. 

The improvement plan should cover these points:

Goal: The goal here is the expected level of performance you want to see from the staff person — come ready to spell that out and let the employee help define it with you for clarity.

Action plans: Work on the substance of where the solution comes from, which should define which steps the employee will take to reach the goal, and what steps you will take to support the effort. Ask the individual for ideas — brainstorm together, if needed, so that this planning and solution-building is a two-way effort.

Checkpoints: Checkpoints ensure regular follow up. They are the dates and frequency that you and your staff person are to meet to review progress with the improvement plan and update it.

How to measure: What are the means for measuring progress and outcome? Determine this by gathering feedback from others, noting your own observations, reviewing the products of work, and checking off the completed steps in the plan.

Manage by plan and do your follow-ups.

The checkpoints to review progress are best if relatively short-term initially — say, two to four weeks out. As you complete each progress review with the employee, exchange feedback on what has occurred relative to what the plan defined and update the plan accordingly. Set your next checkpoint from there.

Plan to do at least three follow-ups over a period of time with your staff person when you create a plan for improvement. Quite often, because focused attention has helped set a course for correction, you see immediate improvement. Holding follow-up meetings ensures sustained improvement (as opposed to short-term improvement), and keeps old habits from returning after the initial try.

Continuous follow-ups over time help keep positive momentum going and lay a groundwork for accountability to make the plan work. As progress is made, set the next checkpoint out farther; for example, 30 days the first time, 60 days the next time, and then 90 days. Make your goal to get this person’s issue improved upon, sustained, and then maintained through the quarterly checkup meetings that you do with each of your staff.

https://www.dummies.com/business/human-resources/employee-engagement/how-to-coach-employees-on-improvement-in-performance/

https://cmoe.com/blog/10-effective-coaching-strategies-help-drive-team-success/

TRAINING CALENDAR FOR 2020

LEADERSHIP & BUSINESS PROGRAM

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JAN 2020
MG301	The Art of Managing Different Generations	6&7 Jan	Request
MG246	Essential Behavior Management Skills	6&7 Jan	Request
MG257	Mindset Transformation for Managers & Leaders using NLP	15&16 Jan	Request
MG342	Coaching & Mentoring Effectively for Managers	22&23 Jan	Request
MG297	Change Management and Leadership – Understanding Its Impact	29&30 Jan	Request
FEB 2020
MG325	Achieving Leadership Excellence & Stress Handling	10&11 Feb	Request
MG219	Leadership 18 Golden Rules for Success	12&13 Feb	Request
MG307	Business Succession Planning	17&18 Feb	Request
MG320	Getting Results through Leadership Excellence	19&20 Feb	Request
MG324	Attitude for Altitude: Leading Beyond Formal Authority	19&20 Feb	Request
MAR 2020
MG312	Coaching and Leading	9&10 Mar	Request
MG289	Productivity Strategy: 6 Keys to Corporate Leadership Success	11&12 Mar	Request
MG302	Dynamic Leadership Competency	16&17 Mar	Request
MG316	Kursus Kepimpinan dan Pengurusan Organisasi	18&19 Mar	Request
MG304	The Assertive Supervisory & Leadership Competency	30&31 Mar	Request

The ultimate objective of internal audit reporting is not to describe what we found or to make recommendations for improvement. It is to persuade readers to take action.

1. Keep It Short

"This report by its very length, defends itself against the risk of being read."

The lessons for internal auditors: (1) Internal audit reports are most persuasive when they are tailored to our stakeholders' needs; and (2) if we overwhelm our readers with too much information, our reports will have less impact. If a word, idea, or sentence does not contribute directly to the point, consider eliminating it. 

3. Make Your Best Ideas Stand Out

We need to make it easy for busy executives to read, absorb, and act on the results of our work. Keeping things short and simple can help, but we also must organize our reports to make the most important ideas stand out.

Message-style headings, subheadings, and call-out boxes can bring attention to the most important information in your report. Don't hesitate to use examples, tables, color, charts, or pictures to clarify and add emphasis to important issues. Also consider using an executive summary, table of contents, and/or index to help the reader easily find information in your report. For longer reports, an executive summary is essential.

The lesson for internal auditors: Different stakeholders have different needs, so we need to help individual readers access the specific information they need. Our writing won't be persuasive if key messages are lost in the details.

4. Don't Neglect the Basics

If it contains misspellings or incorrect grammar or punctuation, readers may get the impression that you are not detail-oriented or, worse, careful about your work. Even a single error can adversely impact your credibility. It may not be fair, but if your report contains errors (careless or otherwise), your well-reasoned arguments may fall flat.

The lesson for internal auditors: Pay attention to details. It's difficult to be persuasive if you lose your credibility because you ignored the basics. ​

5. Consider the Implications

We all try to be unbiased, but sometimes we overlook the implication of our words. If we want readers to buy into our ideas, our tone needs to be objective — even when we deliver a negative message. 

The lesson for internal auditors: We rarely persuade by making someone feel hostile or defensive. If our report seems biased or unfair, the client is likely to tune us out.

6. Remember the Five C's​

Criteria (what should be)

Condition (the current state)

Cause (the reason for the difference)

Consequence (effect)

Corrective action plans/recommendations

https://iaonline.theiia.org/blogs/chambers/2018/Pages/Writing-an-Impactful-Audit-Report-6-Tips-for-Being-More-Persuasive.aspx

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