Category Archives: July 2015

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Office Culture: Should Companies Allow Virtual Workdays?

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Laptop and Phone at Office

The virtual workday is becoming more common in today’s fast-paced workforce, where many of your employees may have to do tasks outside of the office or simply work better from their home offices. Below are some pros and cons of virtual workdays to help you determine whether they are right for your company.

Pros of Virtual Workdays

  • Reduces overhead costs – Your business won’t have to purchase as many desks if you instate a desk rotation. For example, you could allot 5 desks to a team of 10 people with the understanding that half of them will be taking a virtual workday on any given weekday. Your utilities may also go down if you have fewer people in the office running computers.
  • Higher productivity and job satisfaction – When your employees are allowed to work from home certain days of the week, they are able to avoid commute times and costs, allowing them to begin work earlier and increase job satisfaction.
  • Good work/life balance – When an employee is productive during a virtual workday, he or she can start work immediately in the morning (instead of spending an hour to get to work), choose to work through the day and finish their tasks early. When their job for the day is done, your employees are then free to spend time with family, do chores, run errands, etc. even if the workday isn’t over.
  • Flexibility – If you have team members who have to be out of the office to do tasks for their job anyways, the option of virtual workdays provides a convenient layer of flexibility so they can get their jobs done. For example, if someone has to oversee production at a warehouse that’s right beside his or her apartment, it would be more efficient to take a virtual workday and work from home in-between hourly warehouse visits.

Cons of Virtual Workdays

  • Lack of human interaction – One of the most authentic ways for coworkers to bond is in person, during shared moments in the office like by the water cooler or out to lunch. If your company has a limited number of virtual workdays, then your employees still have a good chance to interact with one another, but depending on how schedules work out it’s unlikely to have everyone coordinating in the same space on the same day.
  • Communication confusion – Sometimes it’s easier to just walk over to a desk and chat with someone directly, instead of having to send multiple emails trying to describe what you need done or if there’s an issue. When you have virtual workdays, there’s a chance that someone you want to speak to personally isn’t in the office that day, or vice versa.
  • Unreliability – For virtual workdays to be successful, you must have employees who are responsible and reliable. You have to be able to trust these employees to get their jobs done without any supervision, and still produce high-quality work similar or better than what they would produce in the office. One of the dangers of virtual workdays comes when you hire unreliable employees who will waste their time during these virtual workdays and shirk their responsibilities.

A closing note: if you decide that your team is ready for a virtual workday or two during the week, be sure to invest in good collaboration and project management tools to keep your entire team on track and informed.


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Train the Trainer Series: Developing Your Training Programs

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Training programs

Join us on August 6 to 7 for our Train the Trainer Series: Developing Your Training Program workshop. This course is designed for practitioners new to the field of instructional system design, or those wanting to apply the latest best practices to their course designs.

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Training is an essential element of development in any organization. Being knowledgeable and continuing to learn throughout your career can make you a very valuable asset. We also know that training and orientation for newly hired employees is a key factor in retention. This two-day workshop is designed for a trainer who wants to develop training programs that are meaningful, practical, and will benefit both trainees and the organizations they work for.

At the end of this two day course, participants will be able to describe the essential elements of a training program, apply different methodologies to program design, demonstrate skills in preparation, research, and delivery of strong content, explain an instructional model and create a training program proposal.

Course Outline

Program design
Identifying needs
The training model
The program’s basic outline
Evaluation strategies
Defining your approach
Researching and developing content
Pre-assignments in training
Choosing openings and energizers
Training instruments, assessments, & tools
Creating supporting materials
Testing the program
Creating proposals
Building rapport
Pulling it all together

For an investment of P9,520, participants will receive instruction by an expert facilitator, small group workshops with active learning, a specialized student workbook, snacks, lunch and a personalized certificate of participation.

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About the Facilitator

Dr. Maria Vida G. Caparas holds a Master’s Degree and Ph.D., Summa Cum Laude, in Psychology. She is an Accredited Trainer of the Philippine Government with invaluable experiences in Organizational Development as a Human Resource, Training and OD practitioner. She authored three books on Psychology/HR Management and was a Trainer Delegate of DFA-Foreign Service Institute in Italy and Singapore in 1999-2000. Dr. Caparas is a recipient of various national awards and also a professor in prestigious universities.


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Public Seminar: Building Better Teams

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Coaching and Mentoring

Join us for a public seminar from August 12 to 13, 2015 on Building Better Teams. This workshop is designed to be an introduction to training and is suitable for anyone who has to deliver training sessions and design training programs. It’s recommended for anyone who is new to training, a subject matter expert that needs to train others or a trainer who is looking for more effective approaches to learning.

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Teams have become a principle building block of successful organizations. This two-day workshop is a basic course for team leaders and team members, designed to focus on the characteristics of an effective team player and the elements of an effective team. You will leave the workshop with plans for your personal development as a team player and ideas for developing your back-home team.

A critical element of this workshop is the Profiles Performance Indicator, a DISC personality-style employee performance test that will help you understand and identify an individual’s behavioral characteristics and use this knowledge to increase job performance of employees. It will help you identify your primary team player style, help you increase your personal effectiveness in team situations, and help you effectively develop your group into a high performing team. This assessment will also provide recommendations to improve employee performance.

Participants will be able to identify improvements to team player style, better understand and appreciate team member differences, identify ways a team can become more effective, and develop action plans for their teams.

Course Outline

  • Your team player style
  • The strengths of each style
  • The challenges for each style
  • Establishing team norms
  • Building team trust
  • Working through the stages of team development
  • Communication skills

P8,500 plus VAT includes instruction by an expert facilitator, small group workshops, a specialized student workbook, snacks, lunch and a personalized certificate of participation.

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About the Facilitator

Dr. Rosario Alzona holds a Master’s Degree in Statistics and Ph.D in Organizational Development. She is an accomplished Organizational Development professional with almost 20 years of experience in diverse workplace environments. She has varied experiences in organizational assessment, OD intervention design and implementation, learning and development and process/procedure design and development. Dr. Alzona has taken various Information Technology and OD Consultancy projects with several Consulting firms and has taught for ten years in the Graduate School of several universities and colleges in diverse topics of management and leadership. She is a frequent speaker at various seminars and workshops with topics on Leadership, Team Building, Organizational Assessment, Strategic Planning, Change Management and Appreciative Inquiry. She is a High-energy Trainer and Creative Facilitator, skilled in guiding learners through engaging breakthrough learning opportunities.


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Public Seminar: Critical Elements of Customer Service

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Customer service

Join us on July 28 and 29 from 9 a.m. to 5 p.m. for our Critical Elements of Customer Service public seminar. Have you ever encountered an unpleasant customer and not known what to do? Do you worry that you’re not assertive enough with demanding people? Do you struggle to solve problems? Do you know who your customers are? Do you have individual and organizational goals to strive for? This two day workshop will help you in all of these areas, and more!

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Participants will recognize that service delivery is an individual response value, understand how your own behavior impacts the behavior of others, develop more confidence and skill as a problem-solver, communicate more assertively and effectively and learn how to make customer service a team approach.

Course Outline

  • What is Customer Service?
  • Who Are Your Customers?
  • Meeting Expectations
  • Presenting Yourself Properly
  • Setting Goals and Targets
  • Standards
  • Communication
  • Telephone Techniques
  • Managing the Talkative Caller
  • Dealing with Difficult Callers
  • Dealing with Challenges
  • Dealing with Difficult People
  • Increasing Your Assertiveness
  • The Problem Solving Process
  • Seven Steps to Customer Problem Solving
  • The Recovery Process
  • Eliminating Customer Service Problems

A course fee of 8,500 plus VAT includes instruction by an expert facilitator, small group workshops that provide active learning, snacks, lunch, a specialized student workbook and a personalized certificate of completion.

Register Now

About the Facilitator

Dr. Rosario Alzona holds a Master’s Degree in Statistics and Ph.D in Organizational Development. She is an accomplished Organizational Development professional with almost 20 years of experience in diverse workplace environments. She has varied experiences in organizational assessment, OD intervention design and implementation, learning and development and process/procedure design and development. Dr. Alzona has taken various Information Technology and OD Consultancy projects with several Consulting firms and has taught for ten years in the Graduate School of several universities and colleges in diverse topics of management and leadership. She is a frequent speaker at various seminars and workshops with topics on Leadership, Team Building, Organizational Assessment, Strategic Planning, Change Management and Appreciative Inquiry. She is a High-energy Trainer and Creative Facilitator, skilled in guiding learners through engaging breakthrough learning opportunities.


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39th Annual PMAP Awards

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PMAP AwardsThe People Management Association of the Philippines (PMAP) is a professional, non-profit organization for the HR industry. The PMAP Awards Program was established in 1977 to recognize outstanding achievers within the industry with exceptional leadership and professionalism that sets them and their corporations apart. The awards are presented annually based on achievements within the year and are made possible by the PMAP Board of Trustees and Awards Committee.

This year, the awards will be hosted by PMAP President Roberto M. Policarpio and Trustee-in-Charge of the Awards Committee, Jocelyn R. Pick. The ceremony is the highlight of the year, attended by more than 1,500 key HR and business executives.

The awards for the Employer of the Year (EOY), People Manager of the Year (PMY) and People Program of the Year (PPY) aim to provide public recognition for contributions made to the development of innovative and high-quality talent management within the HRM profession. Nominations are open for private companies nationwide, with the exception of the PPY Award, which is exclusive to PMAP members.

About the Awards

Employer of the Year Award

This award aims to recognize a company that fulfills its talent management duties and demonstrates a high level of leadership, dynamism, professionalism, strategic thinking and implementation, continuous improvement in HR processes and programs, linkage of HR to business objectives, and employee focus.

Criteria for the Award

  1. Leadership (20%) – All levels of the organization are aligned in articulating, explaining and confirming the Company’s vision, mission, values, strategies and business goals. There is a shared understanding of effective leadership.
  2. Strategic HR/Human Resource Focus (30%) – Corporate strategic plans are linked into HR programs that contribute to the overall development of the Company. Involvement, recognition and development are evident as sound people management practices.
  3. Continuous Improvement (20%) – Encouraging and nurturing the value of learning and a mindset of excellence through continuous improvement programs that generate significant results.
  4. Business Results (20%) – Overall HR philosophy, systems and practices contribute to the overall performance of the Company. HR programs are linked to productivity, revenues, and profits.
  5. Social Responsibility (10%) – Providing a positive contribution to the community through sustainable CSR projects with high involvement of all employees across all levels in the organization

People Manager of the Year Award

This award recognizes an HR practitioner who models the strategic role of HR in organizations that have excelled with exceptional talent, initiatives and programs. The awardee will have made significant contributions to the development of HR in the Philippines, and will be actively involved in advocacy and community work. He or she will also demonstrate a personal mastery, work/life balance, and will be known for integrity, fairness and sincerity.

Criteria for the Award

  1. Solid Track record in HR (60%) – Through understanding of the company´s business challenges, the HR manager is able to develop a people roadmap aligned with the vision, goals and directions of the various organizations he or she has been or currently connected with.
  2. Contribution to the HR Profession (20%) – Strong advocate in the development of the HR profession. Has influenced the evolution of human resource practices by his or her active involvement in various organizations foremost of which is PMAP where the HR professional has occupied various roles. Other ways of contributing to the profession is through research and publications.
  3. Personal Mastery (10%) – This refers to the individual´s ability to harmonize the different facets of a person´s life be these personal and professional. He or she espouses continuous self- development in the various aspects of life (physical, emotional, etc.). Models work life balance. Recognized by colleagues, peers, subordinates, company as being able to balance different facets of one´s life. He or she is known also for fairness, integrity and sensitivity.
  4. Community Involvement (10%) – Imbibes the spirit of giving back. Actively involved in advocacies that address key social issues like education environment, uplifting the status of women in society, health etc. Role model in spreading the spirit of volunteerism.

People Program of the year Award

This award is presented to a company for relevant, unique, innovative and/or cutting-edge programs designed to provide a meaningful contribution and enhance or improve employer-employee relations. The program must have been in place for at least two years at the time of the nomination, and may operate in any of the following areas;

  • Talent Acquisition
  • Talent Management and Development
  • Compensation and Benefits
  • Organizational Development
  • Labor Relations

Criteria for the Award

  1. Relevance of the Program to the Employee (35%) – How the program has aligned with the strategic directions of the company, how it meets its specific need, and the value and/or meaning to its employees.
  2. Impact to the Organization (35%) – As evidenced by quantifiable results, how the program substantially helped in improving the economic, organizational health, social and / or aesthetic standards of the Company and its important stakeholders.
  3. Uniqueness/Innovativeness of the Program (15%) – Description of the unique, innovative, cutting-edge people program and how it was designed to meet a specific need of the Company and its employees.
  4. Program Implementation (15%) – Corporate actions undertaken to ensure and sustain the successful implementation of the program – looking at success as well as difficulties surmounted in instituting the program.

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Public Seminar: Managing Millennials

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Millennials

Join us on July 22 for a public seminar on Managing Millennials: Leveraging Gen Y Workforce. The workshop will take place from 9 a.m. to 5 p.m. and focuses on understanding the generation that is exponentially dominating the global workforce. Learn what motivates this increasing workforce and how to leverage its strengths and identify growth and development opportunities to be able to effectively manage this so-called Gen Y. The workshop will prepare and equip leaders with a diverse approach in building a culture that will respond to the needs of the new generation.

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Participants will learn about the generational differences in the workplace, about the Millennial profile in the local work environment, HR’s perspective of the Gen Y and work-life balance for Millennials. The workshop will also cover how modern technologies and social media affects Millennials’ behavior and productivity at work.

The workshop will go over management styles that respond to the emotional, psychological, and social needs of the Millennials and how to create a positive, people-focused work environment.

Course Outline

  • Profile of Millennials
  • Changing Times
  • HR Practitioners’ Perspective on Gen Y
  • Recruiting, Engaging and Retaining Gen Y
  • Managing Millennials
  • Work Life Balance
  • Culture Transformation
  • Better Care for and Keeping Millennials

An investment of P9,520 includes instruction by an expert facilitator, small group workshops that provide active learning, a specialized student workbook, personalized certificate of completion and snacks and lunch.

About the Facilitator

Leonida G. Reyes is a dynamic professional with more than 15 years of rich experience spearheading the whole cycle of Human Resources Management and Development. Currently associated with the Philippine-Australia Human Resource Organizational Development Facility (PAHRODF) and presently engaged in organizational interventions and outsourced Human Resource Management with private corporations and Civil Society Organizations. She has worked for Smart Communications where she gained a wealth of experience in Change Management, Culture-Building, Management and Leadership Development, Team Effectiveness, Instructional Development, and Facilitation of Learning among other behaviorally-anchored skills training for more than 11 years. She has handled senior positions in HR Management and Development with diverse industries from Aviation, Systems Integration, Land Transportation, Shipping, Supply Chain Solutions / Logistics, Overseas Manpower Deployment, Manufacturing, Retail, Business Process Outsourcing, and Management Consulting. Ms. Reyes was conferred an honorary Master’s Degree in Human Resources Management from the University of Santo Tomas in 2004. An active member of People Management Association of the Philippines, Organizational Development Philippine Network, Philippine Society of Training and Development, HR Philippines, and Society for Human Resource Management, U.S.A.


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Why You’re Failing at Recruiting Really Good Candidates

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recruiting

How many times has a recruiter uttered the words, “I’m looking for a really good candidate for this position?” It’s an interesting phrase for several reasons. First, no recruiter would ever say, “I’m looking for a mediocre candidate for this position.” Second, if every recruiter is looking for really good candidates, it’s safe to assume that actually finding them must be very difficult, simply given the competition. And third, really good candidates are very likely to be already happily employed—and, if they’re available, the reason why might make them not so good after all.

As if these weren’t reasons enough why you might be failing at recruiting those really good candidates, consider the following recruiting traps that are all too easy to fall into.

Making It All About You, Not Them

Many recruiters make the mistake of doing all of the talking during an interview, instead of letting the candidate tell them why they’re right for the job. Not only does this come off as rude to the candidates, but the recruiter also fails in his or her mission of finding out more about the candidate than what is in the resume. The interview should be about the candidate, not about the recruiter.

Relying Too Much on “Gut Feeling”

How important is that gut feeling that tells you a candidate is perfect for the job? Well, it’s very important, but it’s not the only thing that matters. Going on guts alone can backfire tremendously when you’re trying to recruit really good candidates. A charming candidate who wins you over may be charismatic and may give you a good gut feeling, but he might turn out to be pretty mediocre when it comes down to doing the job. Don’t ignore your gut, but base your decision on deeper reasoning.

Playing Too Hard to Get

You want really good candidates to want to work for your company, so you sell it very well. But there’s a difference between a good sell and coming off as standoffish and too hard to get. Of course you want to present your company in the best light possible, pointing out why working there is a great opportunity for the right candidate, but try not to go too far and make it seem like working there is the be-all and end-all of all jobs, or you may put some candidates off.

Forgetting You Need Them Too

Another easy mistake recruiters make is forgetting that they need the candidate just as much (if not more) as the candidate needs the job. This can lead recruiters to act too aloof and as if they don’t care whether the candidate takes the job or not, potentially driving really good candidates into the arms of competitors. If you find a really good candidate, don’t be afraid to express how much the company would like to have her on board.

Thinking They’re Too Good

Not unlike the dating world, rejecting a candidate because he’s perceived to be too good is a real roadblock in hiring really good candidates. Sure, all recruiters say they want really good candidates, but many end up feeling intimidated by top talent (whether consciously or subconsciously), and they wind up bypassing them. Don’t feel threatened by talented candidates; instead, focus on how much their expertise will help the company grow.

Making It All About the Money

Focusing too much on money can also be a turn off for candidates. Whether it’s asking what their current salary is, how much commission they get, or how much they would expect to make their first year if they’re hired at your company can all be a bit much for a first interview. This is especially true since really good candidates might be more interested in increased job responsibilities and growth opportunities, rather than money.

Misunderstanding the Generational Divide

Really good candidates may come in all shapes and sizes, and they also come from all different generations. Younger Gen Y (Millennials) and Gen Z candidates view the workplace completely different from Gen Xers and Baby Boomers. Misunderstanding this divide can really cost you in acquiring talent, since a simple difference in perception can be all it takes for recruiters to dismiss a younger candidate, even if she is a really good—and maybe the best—candidate.

Having Too Great Expectations

Finally, looking for really good candidates can end up making you set the bar too high. Sure, you want the best talent out there, but what should really matter is finding someone who fits in well with your company culture, who brings a different set of perspectives and skills than everyone else, and who will succeed on the job over the long term. Expecting everything from a candidate right from the start is more likely to hinder your recruiting efforts than help you hire really good candidates.

Are there other reasons why you think you might be failing at recruiting really good candidates? In what ways have you adapted your recruiting strategies in order to attract and hire the best candidates?

Eric Friedman, Author

Eric Friedman

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eskill.com, or contact him on LinkedIn.


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Public Seminar: Organizational Assessment

Organizational Assessment

Join our Organizational Assessment workshop from July 15 to 16, 9 a.m. to 5 p.m. at the OMM Citra Building along San Miguel Avenue. This two-day seminar-workshop will introduce the concept of Organizational Assessment to the participants.

Organizations are considered biological organisms that need to continually grow, learn, adapt and innovate. In this regard, organizations should have a better understanding of themselves, their own performance and address their strategic issues and concerns, and ultimately improve their performance. Organizational Assessment is often used as a diagnostic process or starting point for planning and implementing internal changes and/or strategic planning within the organization. It can also be used as a communication tool to dialogue with the organization’s stakeholders, both internal and external. Organizational Assessment is common to all organizations who want to grow in excellence, taking into account that ‘Excellence is never an end in itself.’

Participants will learn how to explain what an organizational assessment is and how to go about doing it, identify the drivers/core factors that will contribute to an effective organizational assessment, and describe the major issues that affect an organizational assessment and the process itself. The workshop will also teach participants how to explain the different steps in planning, implementation, reporting and communication of OA results.

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Course Outline

Overview: Organization Development In Relation to Organizational Assessment

Why Conduct an Organizational Assessment

  1. How Ready Is Your Organization?
  2. How Long Will It Take?
  3. What Should Be Prepared?
  4. Who Will Use the Results?
  5. Who Should Conduct the Process?
  6. What’s the Best Way to Manage the Process?
  7. What Issues May Arise During Pre-Planning?

Planning a Self Assessment

  • Identification of the Need for Assessment, Significance and Importance
  • Organizational Assessment Framework: Variables, Indicators
  • Specific Objectives , Scope and Limitations
  • Organizational Assessment Design and Methodology (OA Population/Sampling Design,  Data Collection Methodology and Instruments, Data Processing and Analysis)
  • Communications and Addressing Issues

Conducting a Self-Assessment

  • Collecting the Data
  • Analyzing the Results
  • Report Writing
  • Communicating the Results
  • What Issues May Arise?

Diagnosing the Performance of the Organization

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Public Seminar: Advanced Skills for the Practical Trainer

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skills for the practical trainer

It’s not too late to register for our latest Train the Trainer seminar on July 9 to 10! This workshop is designed to be an introduction to training and is suitable for anyone who has to deliver training sessions and design training programs. It’s recommended for anyone who is new to training, a subject matter expert that needs to train others or a trainer who is looking for more effective approaches to learning.

Behind every spectacular training session is a lot of preparation and meticulous attention to detail. The truly skilled trainer can make a program exciting. The learners will have fun while they are learning. The facilitator has been able to involve their emotions as well as their minds. You will see the involvement, and you will feel the energy.

To reach this stage as an adult educator isn’t always easy, but success isn’t just for the naturally gifted. It is possible for all of us who put effort into our personal growth and development, because we want the enormous satisfaction that comes from working with others to help them reach their potential as human beings. This three-day workshop is your start to that goal.

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Register to learn advanced skills of the practical trainer, enhance your understanding of learning styles, and study how to accommodate them. The workshop will go over the key principles of effective communication, different levels of evaluation and when to use them, and advanced interventions for difficult situations. Participants will also use a variety of training techniques to stimulate participation, develop an effective training session plan, and practice the skills needed for a team presentation.

Course Outline

  • Preparing to learn
  • Understanding learning
  • Competencies for adult educators
  • Accommodating learning preferences
  • Adult learning
  • The art of facilitation
  • Planning a workshop
  • Visual aids
  • Your role as an effective communicator
  • Questioning as a training technique
  • Kirkpatrick’s levels of evaluation
  • On-the-job support
  • Dealing with difficult situations
  • Adding some fun
  • Team teaching
  • Training preparation and presentations

A course fee of P8,500 plus VAT includes instruction by an expert facilitator, small group workshops for active learning, a specialized student workbook, snacks, lunch, a personalized certificate of completion and a free eBook on Training Skills.

Register Now

About the Facilitator

Dr. Maria Vida G. Caparas holds a Master’s Degree and Ph.D., Summa Cum Laude, in Psychology. She is an Accredited Trainer of the Philippine Government with invaluable experiences in Organizational Development as a Human Resource, Training and OD practitioner. She authored three books on Psychology/HR Management and was a Trainer Delegate of DFA-Foreign Service Institute in Italy and Singapore in 1999-2000. Dr. Caparas is a recipient of various national awards and also a professor in prestigious universities.


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