Interviewing Skills, Management Training, The New Manager, Appraisal skills and Time Management are some of the courses trained by Total Success Training in London and throughout the UK. We have over 18 years experience training people on strategies to improve productivity and enhance self development. Our one-day interviewing skills course is tailored for delegates who would like to gain better interviewing skills and learn how to conduct successful interviews for choosing the right employee(s). Our Interviewing course will show candidates how to; gain winning interview skills; give better interviews; be a better interviewer and learn how to interview effectively. As well as improving interviewing skills, delegates will also learn recruitment and employment law. This course will cover the practical skills needed for successful interviewing and our reputation for effective recruitment training has been endorsed by many delegates. Those who have attended the course have described it as being productive, informative and focused. It allows delegates to understand the stages of carrying out interviews and shows them how to conduct an effective interview so that they are able to attract the best candidates and choose the best person for the job. We guarantee to deliver the best employment strategies, tips and techniques for better interviewing and recruiting skills. Interviewing should not be left to intuition alone or an unstructured approach. The right candidate will add value to your team, department and organisation. The wrong candidate can, at best, reduce productivity and team morale and at worst can destroy carefully laid out strategic plans.
Our course ‘Interviewing Skills’ stresses that preparation is a vital element that will save you time and money in the long run. We have listed a few of the points from the course that will increase your interview technique. BOOK NOW £345 + VAT per person - Click here to download a course booking form
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CLICK ON COURSES FOR FULL OPEN COURSE AGENDAS EXECUTIVE COACHING One-to-one leadership and management coaching Appraisal skills (one day) - updated to include new legislation Assertiveness Skills (one day) Assertiveness and managing conflict (one day) Coaching for managers (one day) Customer Service and Customer Care (one day) Correcting poor performance and disciplinary procedures (one day) - updated to cover current legislation inc The Equality Act 2010 Dealing with difficult people (one day) Interviewing skills (one day) - updated to cover current legislation inc The Equality Act 2010 Introduction to selling (one day) Leadership and team building (one day) Letter and report writing (one day) - updates include writing e-mails Negotiation skills (one day) Presentation skills (two days) PowerPoint Presentation skills (one day) Advanced Presentation skills (one day) Project planning for non-project managers (one day) Stress Management (one day) Telesales and Telemarketing (one day) Telephone skills and customer care (one day) Time Management (one day) Time management working with Microsoft Outlook (one day) Time management working with Microsoft Outlook 2007 (one day) Management Training / New Manager (two days) Training the trainer (one day) We provide many free articles packed with valuable information about the topics we train. Our newsletter page contains many more. Here are some of our more recent articles How to structure a presentation Time management and working from home Assertiveness Self Assertion Analysis Customer Service on the telephone Telephone skills and Customer Care Organisational stress management Planning an appraisal and setting objectives Giving feedback in an appraisal The power of attitude in selling PowerPoint presentation tips and techniques |
The new Equality Act 2010 and its effect on interviewing The Equality Act becomes law in October 2010 and although not all of it will be implemented immediately it is important that employers understand how it will affect your organisation’s current practices and what you need to do to be on the right side of discrimination law. Because of criticism of certain confusions caused by current discrimination law, the Equality Act attempts to simplify elements of it so that both employer and employee are able to recognise discrimination, pre-empt it and effectively eradicate it. It harmonises and replaces previous legislation (such as the Race Relations Act 1976 and the Disability Discrimination Act 1995) and ensures consistency in what you need to do to make your workplace a fair environment and to comply with the law. How the Equality Act affects interviewing and recruitment? If you are recruiting someone to work for you, equality law applies to you whatever the size of your organisation or whatever sector you work in. Question – Are you discriminating without realising it? Which of the following could be classed as discrimination? Answers at the end of this newsletter. 1. The job you have advertised requires travelling to lots of different places to see clients. You quote on a job advert that the successful applicant has to be able to drive. 2. You would like to see more women in your workplace so you screen applications to ensure that you have a short list of women only - to ensure that a woman is appointed to the post? 3. You refuse employment to a turban-wearing Sikh who refuses to wear a safety helmet on a construction site? 4. You decide you’ll ask all applicants how many sick days they have had off in the last 12 months. 5. An applicant states that they had a sex change operation 8 years ago. They are the best candidate for the job but you fear that some of the people in the department they will be working with wouldn’t feel comfortable with them so you reject their application. 6. You decide not to employ a person who uses a wheelchair because they have to work on the second floor of the building and you don’t have a lift. An employer rejects someone for a management job just because they are 25 years old and much younger than the people they would be managing. In this newsletter we have tried to lay out what the new act affects and how to avoid the claim of discrimination being levied at your organisation. The Act covers many areas of recruitment and it is important that potential employers review the following aspects of recruitment: · Thinking about what the job involves and what skills, qualities and experience a person will need to do it · Job adverts · Application forms and CVs · Shortlisting applicants to meet or interview · Interviews, meetings and tests · Recruiting women who are pregnant or on maternity leave · Equality good practice · Using positive action to recruit a wider range of people · Using monitoring forms during recruitment We won’t be covering all of these in this newsletter but if you are unsure or require information about the wider aspects of the act such as disciplinary procedure, pay and working conditions, training, development or working hours then you will find more information at the end of this newsletter. What does The Equality Act protect? At the moment, there are several different laws to protect people from discrimination. We are afforded protection if we fall under the category of Protected Characteristics; those which are relevant to the act are listed below. You cannot discriminate against someone on grounds of: • race • sex • sexual orientation (whether being lesbian, gay, bisexual or heterosexual) • disability (or because of something connected with their disability) • religion or belief • being a transsexual person (transsexuality is where someone has changed, is changing or has proposed changing their sex – called ‘gender reassignment’ in law) • having just had a baby or being pregnant • being married or in a civil partnership (this applies only at work or if someone is being trained for work) • age (this applies only at work or if someone is being trained for work) The Equality Act 2010 simplifies the current laws and puts them all together in one piece of legislation. Also, it makes the law stronger in some areas. Most of the Equality Act will start to apply in October 2010 and this newsletter covers the main changes coming into effect then and the changes/adjustments that must be made to comply with the Act. Among the key provisions affecting interviewing and recruitment are the following: Pre-employment health questionnaires: This new provision prohibits employers asking job applicants questions about their health and whether they have a disability. Discrimination by association or based on perception: The ban on discrimination by association will be extended to protect spouses, partners, parents and carers who look after a disabled person or older relative from discrimination. How this affects the interview Unlawful discrimination can take a number of different forms: · You must not treat a person worse than someone else just because of a protected characteristic (this is called direct discrimination). One of the most obvious infringements of this is asking someone if they were thinking of having kids in the next few years. · You must not do something to someone in a way that has a worse impact on them and other people who share a particular protected characteristic than on people who do not have that characteristic. Unless you can show that what you have done, or intend to do, is objectively justified, this will be indirect discrimination. ‘Doing something’ can include making a decision, or applying a rule or way of doing things. You insist that all job applicants must be able to drive even though the role can be carried out using public transport. · You must not treat a disabled person unfavourably because of something connected to their disability where you cannot show that what you are doing is objectively justified. This could apply if you turn down an applicant who has mobility disability even though this doesn’t directly affect their ability to do the job. · You must not treat a person worse than someone else because they are associated with a person who has a protected characteristic; e.g. you don’t employ someone because they are a carer for someone with a disability. · You must not treat a person worse because you incorrectly think they have a protected characteristic (perception discrimination) e.g. you think that someone looks younger than they are so you don’t employ them. In addition, to make sure that disabled people have the same access, as far as is reasonable, to everything that is involved in getting and doing a job as a non-disabled person, you must make reasonable adjustments. If an applicant asks for information about the job and the application form (if there is one) in an alternative format which they require because they are a disabled person then you must provide this, so long as it is a reasonable adjustment – and it is likely to be. If an applicant needs reasonable adjustments to participate in any interview or assessment process, then you must make them. When you assess an applicant’s suitability for the job you must take account of how reasonable adjustments could enable them to do the job. If, after taking reasonable adjustments into account, they would not be the best person for the job, you do not have to offer it to them. But if they would be the best person with the reasonable adjustments in place, you must offer them the job. In any event, it would make sense for you to do this, as you want the best person for the job. Tip for avoiding discrimination
Don’t ask questions which may suggest that you have already decided they are the wrong person for the job because of their protected characteristics. For example, saying ‘Don’t you think you’re a bit young for this job?’
Ask questions which relate to the job. It is a myth that equality law says you must ask everyone exactly the same questions. There is no reason for you not to ask about things that are different for a particular candidate, or follow up an applicant’s answers with questions that relate to what they have just said. However, you should be focusing on the same broad subject areas with each applicant. This is because otherwise you may be applying different standards to different applicants based on their protected characteristics, and this might lead to unlawful discrimination. No-one else can ask these questions on your behalf either. So you cannot refer an applicant to an occupational health practitioner or ask an applicant to fill in a questionnaire provided by an occupational health practitioner before the offer of a job is made (or before inclusion in a pool of successful applicants) except in very limited circumstances, which are explained next. The point of stopping employers asking questions about health or disability is to make sure that all job applicants are looked at properly to see if they can do the job in question, and not ruled out just because of issues related to or arising from their health or disability, such as sickness absence, which may well say nothing about whether they can do the job now. You can ask questions once you have made a job offer or included someone in a group of successful candidates. At that stage, you could make sure that someone’s health or disability would not prevent them from doing the job. But you must consider whether there are reasonable adjustments that would enable them to do the job. Answers to the earlier quiz ALL of the previous examples could be classed as discrimination under current UK law. For more information refer to the following websites. Remember these laws are there to protect us ALL and to give us a fairer playing field in all aspects of employment. For Further Information For more information these websites will give you the answers you are looking for. Let’s start off with our own website. We’ve tried to condense the minefield that is Discrimination Legislation to the essentials that most organisations need to know. www.totalsuccess.co.uk/equalityact.htm Worth making sure you know ACAS guidelines as these are the guys who set out the recommendations by which UK employment tribunals base their judgements www.acas.org.uk/index.aspx?articleid=3017 This is the website for the Equality and Human Rights Commission. This is probably the most comprehensive of all information available on the web for clear and informative information regarding the Equality Act. www.equalityhumanrights.com/advice-and-guidance/new-equality-act-guidance/equality-act-2010-guidance For the question about Sikh’s and Personal Protective Equipment – this gives the rationale behind that question and more. www.europarl.europa.eu/stoa/publications/studies/19992001_en.pdf
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Stress Quiz: How Stressed are you? - Recognising and Combating stress - Managing Stress - Relaxation techniques for managing stress - Relaxation using simple and personal mantras - Stress and the Credit crunch - Using Humour in Presentations - Attention gaining tips for Public Speakers - How to make the best of closing your presentation - Making Powerful Presentations - Using Visual Aids in Presenting - The importance of FlipCharts in Presentations - Improving your presenting style - Vocal and Diet tips for presenters - Rate you Presentation effectiveness - Dealing with Difficult Audiences - Overcoming Presentation Anxiety - More Presentation Anxiety tips - Dealing with Difficult people at work - Tips for Dealing with difficult people - Dealing with Difficult People-the arrogant person - Dealing with Difficult People-the aggressive person - Customer Service during Christmas - Time and Stress Management - Successful Telesales - What type of leader are you? - Vocal Elements of Communication in Leadership - Managing Pressure - Handling Very Difficult Customers - Opening Negotiations Effectively - Tips and Techniques for Sales Presentations - Rules of Assertiveness - Product Demonstration Skills - Personality and Stress - Handling Objections - Methods of Overcoming Resistance - Effective Communication in Negotiations - Your Response to Stress - Dealing with conflict and aggression - Co-Presenting Tips and Techniques - Controlling the Call - Contact Strategy - Becoming Assertive in Negotiations - Situation Leadership for Coaches - What is your managerial style? - Giving Praise - How great can you delegate 1 - How great can you delegate 2 - Management superstars - Delivering effective course content - Dealing with complaints - Practical guide to punctuation - The sequence of a report - Top tips for writing effective emails - Aims and Objectives for the New Manager - Question Techniques in Group Training - Its not What you say, but How you say it! - How to overcome and channel fear - Why is project management important - Project definition and proposal - Estimating time accurately - 10 step guide for Project Planning - Project Progress Meetings - Assess your problem employee - Disciplinary Procedures Guide - Disciplinary Rules - The equality act 2010