Custom workshops

Although most of our development programmes are customised to requirement, there are times when a course is not the most appropriate solution. In such instances a custom-designed workshop may be a better vehicle, whether formal and highly structured or more informal. They can be driven by the tutor or by the group itself with the tutor acting as facilitator. The Approach: Necessarily a consultative approach has to be adopted and much of the work is done in advance of the workshop. 

Example 1:

A large multi-national high-tech company was instigating cultural change right across its operations. In consultation with one of its manufacturing arms a series of 15 one-day workshops on the change process was designed and then implemented. Each session was designed for up to 30 staff, from shop floor to director level. This was followed by a highly customised programme to train key, senior staff to facilitate the on-going change process. This programme gave highly specific training to meet the client's immediate needs and also incorporated skills to handle more generic change situations. The programme was experiential with the delegates increasingly facilitating their own learning. Senior HR specialists from the States, Germany and Switzerland observed and subsequently adapted the design to their own cultures.

Example 2:

A privatised organisation in the power generation field requested a custom-designed workshop for its Information Systems group. A pre-workshop questionnaire revealed many problem areas. The workshop was designed, directed and facilitated and opened up many difficult areas. A follow-up workshop with the group leaders focused on internal and structural problems and resulted in a detailed report with specific recommendations.

Example 3:

The Personnel Department of a Power Generation company requested a workshop on Recruitment and Selection with the aim of determining standards, responsibilities and best practice to better meet their Service Level Agreement to their internal customers. The workshop was designed with a follow-up to ensure that the theory was understood in practice.

Example 4:

A critical component manufacturer and supplier in the auto industry sought a facilitator to help the top team tackle major budgetary and redundancy issues facing the company. They operate a JIT plant with world-class manufacturing principles employed. They had already determined their agenda and the requirement was for process facilitation, including maintaining energy levels, concentration and focus.

Example 5:

A well-known quality food retailer requested design and facilitation of a workshop designed to tackle their shopfloor innovation process. The intention had been to map their process, identify non-value added (NVA) activities and waste and then problem solve and create improvements. However, it became apparent at the outset that the three main groups had a very ad hoc process. Consequently, the process had to be generated from scratch with the individual and collective responsibilities mapped onto it. The workshop proved to be a very positive affair and not only helped to create a completely new process that all parties were in agreement on, but also helped to forge much stronger links between the parties.