tegic comp

Career Systems, Inc. Philippines - PROGRAMS
. . .
. Telephone Number: (+632) 817.0110
Fax Number: (+632) 813.4056
Suite 2103 Cityland Pasong Tamo Tower, 2210 Don Chino Roces Avenue, Makati City, Philippines, 1230
. .
. .
. ...... .
. .

A. Conducting Cycle Action Meetings (CCAM)

The Cycle Action Meeting (CAM), conducted at the District level, is the most important activity of the District because it brings together all the members of the District Team to review district and territorial performance, to identify and solve problems, to recognize opportunities, and to plan appropriate actions to improve territorial and district performance. Furthermore, it provides great opportunities for building morale and team spirit. However, if the CAM is not properly managed, the meeting can lead to boredom, fault-finding, strained relations, confusion and waste of time. Hence, this program is designed to provide important guidelines on how to make CAMs productive and lively.

As a result of participation in this workshop, participants will be able to:
  • Identify the pre-CAM activities to ensure that they and participants are well-prepared for the meeting
  • Acquire conference leadership and facilitation skills for more productive and lively CAMs
  • Facilitate problem-solving and action planning activities that lead to improved individual and team performance
  • Utilize CAMs for developing Med Reps, building relationships and strengthening team spirit
  • Evaluate CAM effectiveness and identify areas for improvement

  • The Cycle Action Meeting (CAM): What and Why
  • Planning and Preparing for the CAM
  • Conducting the CAM
  • Evaluating the CAM
  • Knowledge, Skills and Attitudes Required of a District Manager as a Team Leader and Facilitator
  • Renewal of Commitment to Team Vision

  • Well-prepared and product CAMs
  • Improved individual and team performance
  • Strengthened team spirit among Med Reps and their District Managers

Inputs, demonstrations, presentations, case discussion, brainstorming and action planning

2 days or equivalent to 16 hours.

B. District Managers Development Program (DMDP I)

This program is tailor-fit for developing District Managers in the healthcare industry because it offers them “real world” hands-on skills in the basics of planning, organizing, leading and controlling.

Many District Managers are unable to function effectively in their present position because they do not have a clear understanding of their proper role in the organization, and the knowledge, attitudes and skills in managing the people under them, through whom they must get their job done. They lack self-confidence in discharging their duties and responsibilities. Thus, we find District Managers who continue to think and act as salespeople, even though they have been in the position for some time. They are unable to delegate, are afraid to make decisions and to take risks. They keep tossing their problems to their superiors; or they hide these problems from their superior’s knowledge. As a result, they lose their credibility, waste valuable time and company resources, and lose business opportunities and market share.

As a result of participation in this workshop, participants will be able to:
  • Tell their critical roles as members of the management team and as leaders of their own team
  • Identify the sources of their behaviors and use these same sources to use their strengths and work on their areas for improvements. Use assertive communication skills when sending and receiving messages thru the use of their Adult ego state in communication.
  • Use situational leadership skills to match development levels of their Med Reps to improve the latter’s competence and commitment.
  • Equip them with the following skills in implementing their basic functions of planning, organizing, leading and controlling
    - goal-setting 
    - training and development of subordinates
    - motivating, and positive reinforcement
    - problem analysis and decision-making
    - monitoring individual performance and activities within the team
    - handling problem subordinates
  • Carry out a plan of action to modify their behavior thru self-management.


  • New paradigms of effective leadership will result in greater productivity and promote strong positive relationship with their Med Reps.
  • Self-confidence in performing their roles as members of a management team and as leaders of their own team.
  • Using effectively the Adult ego state in communication
  • Knowing how to train and develop their Med Reps, motivating them and use of positive reinforcement will considerable improve the performance of their Med Reps
  • Knowing how to analyze and solve problem will help them make right-decisions leading to problem solving.
  • Knowing how to handle problem Med Reps will promote positive relationships
  • Knowing the effective use of a model for self-management will facilitate their own growth and development.

Short lectures, case analyses, group discussions, structured exercises, self-assessment instruments, self-reflection and sharing, role playing and use of making daily plan for application of learning (PAL).

5 days or equivalent of 40 hours.


C. DMDP II: Strategy and Execution (DMDP II: SE)


This powerful program trains District Managers in the healthcare industry how to manage their District strategically and as a Profit Center, thereby contributing to his organization’s continued growth and profitability. This course takes the District Managers from being the company’s stewards and servant leaders to that of being business entrepreneurs.
They are equipped with advanced tools for analysis, planning and execution of corporate strategy. It further builds their competencies and self-confidence and strengthens their winning attitude.

DMDP II will greatly benefit those who have already taken Career Systems’ District Managers Development Program (DMDP), or similar program.

As a result of this training program, participating District Managers will be able to:

  • Develop/hone their strategic thinking
  • Craft their District Vision and Goals and align them with the Corporate Mission, Vision, Goals and Strategy
  • Formulate a Business Plan for their District
  • Manage their District as a Profit Center and enhance their Entrepreneurial Spirit
  • Enhance alignment of their District Operations with Marketing
  • Effectively utilize the tools for critical execution and monitoring of company strategy
  • Enhance their character traits and leadership competencies that build trust and strengthen their effectiveness as leaders.


  • Having a strategic mindset
  • Crafting a shared District Vision aligned with Corporate Mission, Vision, Goals and Strategy
  • Knowing the role of Sales Management in Marketing will faster teamwork
  • Developing a Business Plan for the District
  • Execution: Monitoring, Evaluation and Correction
  • Knowing how to make the District as a Profit Center
  • Having an Entrepreneurial Spirit
  • Knowing the strategies for Change Management
  • Knowing the strategies for Self-Development: The Character of a Leader
  • Knowing the strategies for Work Engagement
  • Group Presentation of a Business Plan

Short inputs, self-assessment instruments, structured exercises, case analyses/discussion, group workshops, reflection/sharing, action planning.

D. Emotional Intelligence and Leadership (EIL)

IQ and Technical Skills enable one to get a job and to be promoted. But it is Emotional Intelligence (EI) or Emotional Quotient (EQ) that determines his/her success at work, in his career, and in life. Many managers and supervisors are unable to tap the full potential of their people because of lack of EQ competencies. Research studies conducted in the US by organization behavioral scientists show consistently that there is a high and positive correlation between emotional intelligence and high performance (McClelland 1996 and Goleman 1998). They also show that at the highest levels in the organization, the difference between superior performance and average performance depended almost completely on EI (Goleman, 1998).
In today’s fast-paced and ever-changing business environment, where people from different functions and diverse cultural backgrounds, must collaborate and work as a team to achieve corporate or divisional goals and objectives, the leaders need to have high EQ. The good news is: EQ can be developed or strengthened. This program is designed to build the basic EQ competencies of managers and supervisors to enhance their leadership capabilities.

As a result of participation in this workshop, participants will be able to:
  • Understand the importance of EQ for effective leadership
  • Recognize the 4 critical dimensions of EQ
  • Identify their strengths and areas for improvements
  • Use TA to improve their self-awareness and social awareness
  • Learn self-management skills
  • Learn communication and interpersonal skills to influence and motivate others
  • Express the need to develop/enhance their EQ
  • Develop a plan of action to enhance their EQ competencies

  • Emotional Quotient or Emotional Intelligence
  • The Need for High EQ or EI
  • 4 Dimensions of EQ or EI
  • Self-Assessment of EQ
  • Emotional Competencies of Leaders
  • Enhancing Self-Awareness and Social Awareness thru Transactional Analysis (TA)
  • Self-Management Skills
  • Enhancing Social Awareness
  • Social Skills to Influence People At Work

A variety of adult-learning methodologies shall be used: short inputs, structured exercises, self-assessment, self-reflection, role playing, and action planning.

Role-playing of the skills is important so that brain circuits that had been established as old habits are replaced by new brain circuits.

2 days or equivalent to 16 hours.

E. Frontline Leadership Development Program (FLDP)

When people are appointed or promoted to leadership positions, they do not automatically become good leaders. They need to change their mindset from that of a rank-and-file person to that of a leader. Because they now work and achieve results thru people, they must start to see themselves as a steward of the company and its assets, and a servant leader who facilitates effective job performance of their subordinates. They need to develop and enhance their emotional competencies. High IQ and technical skills are no longer the factors to successful performance of a leader. A leader must also have a high EQ. Fortunately, a high EQ can be developed and increased. This course helps participants enhance their emotional competencies for effective leadership.

As a result of participation in this workshop, participants will be able to:
  • Define briefly and describe each of the paradigms of leadership and their roles as team leader and as member of the management team;
  • Describe briefly the dimensions of emotional intelligence
  • Differentiate when they are communicating from any of their six ego states, and tell the likely reaction of the other person;
  • Diagnose the development level of their subordinate and use the appropriate leadership style to match it;
  • Describe the steps in effective delegation
  • Outline the steps in coaching;
  • Identify what motivators can be used to improve performance
  • Use different kinds of reinforcements to promote and maintain peak performance;
  • List down the steps to effective self-management

  • Acquiring the new mindsets of a leader will enable the supervisors to establish a positive relationship with their subordinates leading to peak performance.
  • Knowing the roles of a supervisor will give self-confidence in assuming their duties and responsibilities.
  • Knowing the sources of behavior will enable the supervisors to understand why they get certain negative reactions, thereby helping them to manage their own behaviors.
  • Knowing the tools of effective communication, coaching, delegation, motivation, and right use of reinforcement will empower the supervisors to promote the peak performance of their subordinates.
    A variety of teaching-learning techniques shall be used such as: short lectures, self-reflection and sharing, self-assessment instrumentation; case analysis, workshop and group discussions, role-playing and action planning.

    3 days or equivalent to 24 hours.

F. Leadership and Management Development Program (LMDP)

This training program for managers will help them understand their unique role in the organization; appreciate top management point of view, understand human behavior (their own and others); learn leadership tools and techniques to develop, motivate and empower their subordinates to promote peak performance; and manage the behaviors and performance of their subordinates, as well as their own. Learning these leadership tools will enhance their Emotional Intelligence (EI) or EQ and their effectiveness as leaders and managers.

As a result of active participation in this 5-day training program, participants will:
  • Imbibe the leadership paradigms of stewardship, servanthood and partnership in their relationship with top management, peers and subordinates
  • Know and understand their own behaviors and those of others: so that they can decide what behaviors they need to modify to promote positive relationship
  • Use Adult game-free and assertive communication with others
  • Understand and use Situational Leadership skills to improve their subordinates’ competence and commitment
  • Learn effective problem-solving and decision-making techniques
  • Learn ways of improving and maintaining excellent performance of their subordinates thru appropriate motivational techniques, right use of reinforcement and effective performance appraisal
  • Enhance self-confidence in executing their duties and responsibilities
  • Learn self-management skills to foster their own growth and development.

  • Knowing their role in the organization will give them self-confidence in performing their duties and responsibilities.
  • Knowing the leadership tools of effective communication, situational leadership, motivation and positive reinforcement, coaching and performance appraisal will enable them to help their subordinates do a great job so that they develop a strong positive relationship based on trust.
  • Knowing the EQ competencies will make them self-motivated to foster their own growth and development.
  • How to use assertive language to project professionalism
  • Application of situational leadership to develop their employees.
  • How to develop the competence and commitment of subordinates thru training, motivation, positive reinforcement and performance appraisal
  • How to handle problem subordinates
  • Self-management

Short inputs; case analyses; self-assessment instruments, group discussion; role-playing, structured group exercises and workshops.

5 days or equivalent to 40 hours.

G. Performance Coaching Skills Workshop (PCS)

This training program shall enhance the participants’ realization of their stewardship role particularly in growing and developing the people entrusted to them by the company. Through the Emotional Intelligence (EI) competencies of assertive communication in giving/receiving feedback and confrontation, empathic listening, and coaching, they enhance their EI as they empower their subordinates towards peak performance.

Effective coaching is a tool for Performance Management System.

The effectiveness of leaders is not determined solely by their use of productive tools and skills. Skills must be based on values and principles that flow from character. Participants need to have paradigm shifts to have positive attitudes, values and behaviors to conduct effective coaching. Our program design uses a process that leads to paradigm shifts and skills acquisition.

This competency-based training program on performance coaching uses the following framework:

  • Stewardship
  • Situational Leadership (Blanchard model)

    As a result of participation in this workshop, participants shall be empowered with self-confidence, and the competencies to enable them to improve the competencies and commitment of their direct reports. Specifically, participants shall--
    • Know their roles as stewards and coaches;
    • Appreciate the positive attitudes and values required of an effective coach;
    • Learn effective application of Situational Leadership skills in analyzing performance and diagnosing situations requiring coaching and those requiring counseling;
    • Know the prerequisite attitudes and preparation needed to do coaching effectively;
    • Know the process, stages and skills of coaching;
    • Make a development plan for their direct reports and communicate this to them
    • ;
    • Demonstrate their skills in varied coaching situations thru role playing;
    • Recognize their own areas for further professional growth and development in developing their direct reports effectively.

      DAY 1:

      1.Overview; objectives; linking coaching to PMS and PA, learning model to enhance Emotional Intelligence (EI) or Emotional Quotient (EQ) as participants do coaching

      2. Coaching: what, why, when and how

      3. Character basis of coaching: required fundamental attitudes and values

      4. Situational Leadership II (Blanchard Model): Framework for Empowerment

      5. Making a development plan

      6. Feedback skills (giving positive and constructive feedback)

      7. Listening to understand the other person (empathic listening)

      8. Case analysis of a coaching situation

      9. Wrap-up


      DAY 2:

      1.Performance analysis: difference between coaching and counseling involved in different situations

      2. Communication skills used in coaching and counseling

      3. Steps in coaching

      4. Role playing and feedback of coaching situation* *Note: As participants do their role plays, they are videotaped so that they have the opportunity to see their verbal and non-verbal behaviors while performing coaching session. Each participant receives feedback from the observer and from the course trainer.

      DAY 3:

      1. Role playing and feedback of coaching situation [Continued]

      2. Processing: learnings about self and about problem/growth situation used in role playing

      3. After doing coaching, what do you do next?

      4. Making one’s own development plan addressing areas for further growth and development
      A variety of learning techniques shall be used, such as: short inputs; self-assessment instruments; self-reflection; case analysis; role-playing; videotaping and feedback-giving/receiving.

      3 days or equivalent of 24 hours.


H. Personal Leadership Program (PLP)

Leading self should always precede leading others. We cannot be effective in positively influencing others if we are not able to change ourselves. The changes we make must have meaning and direction; they must be aligned with the expectations, standards and objectives of our organization.

One does not need to have a formal position of leadership to be a leader. Our internal and external customers look at us. Our words and actions communicate to them who we are and whether we are worth emulating, listening to and following.

This course will enhance participants’ self-awareness of their strengths and areas for improvement, their proactivity, their Emotional Intelligence and their ability to manage their communication resulting in enhanced relationships with their internal and external customers, as well as with their personal and family circles of influence.

It will also enable participants to imbibe the paradigms of leadership and how these are communicated in words and deeds.

This course will benefit High Potential Employees to prepare themselves for future career moves and for senior employees as part of their personal growth and development.

As a result of participating in this workshop, participants will be able to:
  • Appreciate how the paradigms of leadership can lead to self-leadership;
  • Enhance their proactivity by making conscious choices based on values;
  • Enhance their Emotional Intelligence (EI) by knowing the components of EI and how to apply them in daily life;
  • Become aware of their strengths and weaknesses that affect their work effectiveness;
  • Know how to use intrinsic reinforcement for self-motivation;
  • Know how to increase the use of their Adult ego state in communication for positive results;
  • Develop/strengthen a win/win mindset.
    A renewed, committed and dedicated workforce
    • Knowing the paradigms of leadership will motivate them to put the interest of their customers, internal and external, first and foremost;
    • Proactivity will enable them to make a conscious choice of a course of action based on values rather than on emotions
    • Motivation at work will be intrinsic rather than coming from external factors
    • Conscious choice of the Adult assertive communication will professionalize their way of communicating at work
    • Knowing the qualities and attitudes of a leader will motivate them to change accordingly

    Information does not lead to transformation. This program uses a variety of approaches and techniques based on the andragogical process of adult learning consisting of the following: case analysis, structured exercises, self-assessment instruments, self-reflection, sharing, and short inputs from facilitators.

    Our engagement consists of a workshop proper of 32 hours (or 4 days), and a 1-day reinforcement and follow-up session with participants two (2) months after the workshop.

I. Assertive Communications Skills (ACS)

This training program will give participants the self-confidence and skills they need to be assertive when they communicate with people in order to improve their productivity, maximize the possibility of getting the results they want, and maintain good relationships. They are able to identify the benefits and risks of assertiveness, aggressiveness and non-assertiveness in their dealings with others, and decide which is most appropriate in particular situations. They will critically view assertiveness in the light of their company’s culture and values, their job functions, and the results they want to achieve. They will enhance their skills of communicating from an I’m OK-You’re OK winner life position.

As a result of active participation in this 5-day training program, participants will:
  • Differentiate when they are assertive, when they are aggressive and when they are non-assertive;
  • Know how thoughts, beliefs and perception about people affect their communication style;
  • Use Transactional Analysis as framework for communication;
  • Enhance their skills in the effective use of the Adult assertive style of communication in relating with other people;
  • Know the building blocks to and components of assertiveness;
  • Demonstrate assertive communication in role plays.

  • Knowing the skills and benefits of assertive communication, participants will have the self-confidence to respond rather than react to non-assertive communication by others.
  • Knowing the skills of active listening will enable them to communicate their understanding of the feelings of the other person
  • Knowing the EQ competencies will make them self-motivated to foster their own growth and development.
  • Knowing the skills of giving assertive and constructive feedback will enable them to establish positive relationship with their co-employees.

A combination of various training techniques that provide opportunities for active participation and learning experience, such as short lectures, self-assessment instrument, self-reflection and self-disclosures , demonstration of skills thru role-playing, videotaping and critique.

2 days or 16 hours.

J. Systematic Assertiveness Training (SAT)

Effective people management through assertive leadership and social style management is a systematic program that builds the confidence of the supervisor/manager to exercise his authority to influence his subordinates (in non-defensive but assertive ways) towards the accomplishment of job objectives. It purports to teach the supervisor/manager a set of leadership skills, which skills, as proven by research, most effective managers employ in their job and which guarantee success in the exercise of management functions. Additionally, the program will expose the participants to varied ways of dealing with various types of individuals.

Upon the completion of the workshop, the participants will be able to:
  • Identify self-defeating, non-assertive or aggressive leadership behaviors that make people management ineffective
  • Handle criticism, conflict and personal problems leading to reduced anxiety in social situations
  • Modify ineffective leadership behaviors of non-assertion or aggression
  • Adopt effective leadership strategies appropriate to various types of individuals
  • Increase confidence in the exercise of supervisory/managerial functions

  • How Assertive Are You As A Leader?
  • Distinctions between
    - Non-assertion
    - Aggression
    - Appropriate assertion
  • Primary and Secondary Social Styles
  • Major Characteristics of Social Styles
  • Social Styles and Leadership
  • Implications to Leadership
  • How Versatile Are You As A Leader?
  • Skills that Aid Versatility
  • Planning Strategies for Interaction with Subordinate/Boss
  • Relationship Problem Identification
  • Role Shifting Strategies
  • Anticipating Actions Towards Others
  • Anticipating Actions Related to the Use of Time
  • Anticipating Actions in Relation to Decision-Making

  • Self-confident people
  • Transparent and game-free transactions
  • Smoother interpersonal relationship with internal and external clients
  • Faster and shortened work processes
  • Ability of people to be more productive
  • More profitable results

Instrumentation, workshop, role-play, simulation exercises.

3 days or equivalent to 24 hours.



A. Organizational Career Development: Overview

This 1-day seminar provides an overview of Career Development as a strategic component of Organizational Human Resources Development to facilitate alignment of employee goals and aspirations with business goals and vision of the organization to insure that the organization has theright people in the right place at the right time. Participants will be introduced to strategies, tools and resources available to design, organize and implementacareer development system, as well as to different models of successful career development systems.

As a result of participation in this workshop, participants will be able to:
  • Appreciate the importance of a career development system to an organization's business direction;
  • Know the concepts, components of a career development system and supporting HR structures;
  • Know the steps and issues in designing and implementing a career
  • Assess the readiness of their organization for a career development system;
  • Prepare a career development system
  • Know whose support they need to start and maintain their career development and system.
  • Take initial steps to start a career development system in their organization

  • Knowing the components of a successful career development system and supporting HR strctures will enable them to:
    • Assess if their organization is ready to start and maintain a career development
      • Design a career development system for their organization
        • Identify those whose support they need to start and maintain a career development system
        • Installation of an effective Career Development System will motivate employees especially the high potentials to build their careers in the company.
        • Provides the basis for HR to enlist the support of senior managers and executives for its Career Development System
        • METHODOLOGY:
          Depending on the expectations and needs of the participants, lecturettes, assessment instruments, discussions etc. will be employed in a synergic manner.

          1 day or equivalent to 8 hours.

B.Personal Growth And Career Development Program (PGCD)


Transforming an organization to enable it to meet the challenges of a very competitive global economy requires the transformation of employees of all levels. Personal transformation always precedes organizational transformation.
Personal transformation, on the other hand could be blocked by inappropriate paradigms, negative attitudes, unproductive work habits, poor interpersonal relations, lack of a sense of accountability over one’s behaviors, and unclear work and career goals of employees. Said concerns will directly affect organizational productivity, competitiveness and growth.
The content and process used in this training program shall enable participants to take charge of their personal transformation and productivity rather than to depend on the organization to propel their growth.  Through inputs on paradigm shifts, understanding sources of behaviors, strengthening team commitment and career planning, enhancing their Emotional Quotient (EQ), participants acquire the skills to manage their thoughts and work behaviors and to influence their co-team members towards productivity, synergy and commitment.

As a result of participation in this workshop, the participant will be able to:

  • Tell the difference between job and career.
  • Realize the need for personal accountability over the use of their strengths and correcting their weaknesses;
  • Take a proactive vs. reactive stance to improve their work performance and improvement.
  • Use their knowledge of the major sources of work behaviors to change their avoidance and/or aggressive behaviour  to approach behaviors using the Adult assertive way of communication.
  • Define their career goal and outline their action plans to improve their performance;
  • Enhance their Emotional Quotient (EQ) essential to effective teamwork and to achieving their career goal and the goals of the organization;
  • Collaborate with teammates to prepare a Team Commitment that reflect specific action steps upholding the company mission, vision and core values.

  • Experiencing paradigm shifts will make them assume responsibility for their own improvement and positive change if they have a career orientation.
  • Taking a proactive stance will make them perceive challenges at work and in their career as opportunities for growth.
  • Knowing their options and consequences of each option will make them use values-based choices
  • Knowing the styles of communication will make them understand why their communication style is the cause of the other person’s negative reaction to them.
  • Knowing the benefits of job enrichment will take their minds away from seeking career advancement
  • Formulating their career goal will give them focus on their work.
  • The camaraderie they experience during the program will enhance their commitment to work as a team and work productively together.

Short lectures, self-assessment instruments, self-reflection, self-disclosure, giving and soliciting feedback, case analysis and discussion, role-playing and processing of activities.


3 days or equivalent of 24 hours.


C. Career Planning Workshop

Why plan your career? Three reasons why you should. First, if you don't, you will be pushed or pulled to a career path which is not really fit for you, and you will not enjoy what you are doing; This will reflect on your performance, which will affect your career in the organization.
The second reason for planning your career is that your career interest, needs, and values change. They may no longer be fulfilled by your job, so where do you go in the organization?
A third reason is the organizations are constantly restructuring and changing due to imperatives of a rapidly changing globalized world. Employees of all levels must always be prepared for job changes, career positioning and redeployments. They must know their options and identify where these options are in the organization.
Career development is no longer “when will I be promoted” but is now viewed as personal growth and mastery, and being multi-skilled so that one can be redeployed to any place in the organization as objectives and strategies change. Organizations can not plan and take care of their people’s careers. Employees must manage their own careers by being clear about their career goals and aligning these with their organization’s goals, mission and vision, and acquiring the competencies required by the organization.

As a result of participating in this workshop, participants will be able to:

  • Experienced the process of career planning which they can use throughout their work/career life;
  • Assess their current career interests, personality strengths and areas for improvements, needs, values and skills they enjoy doing;
  • Evaluate the fit between their self-assessment and their current jobs, and other careers in the organization to make them redeployable or perform at their best;
  • Address their areas of improvement in their current job;
  • List down career options and choose the best option;
  • Write their personal mission;
  • Be clear about their short-term and long-term goals and action plans to achieve them;
  • Be prepared for career discussion and counseling with their superior


Day 1.

1.Paradigm shift from “my company will take care of me” to “I am responsible for my own growth and career development.”

2.Goals of career development

3.Career management: organizational and individual perspective

4.Model and process for career planning which can be used throughout one’s working life

5.Self-assessment of current career interests, values and skills and personality strengths and areas for improvement

6.Fit between the new self-assessment and their current job


Day 2.

1.Exploring career options and probable career paths in the organization

2.Decision on best career option to pursue

3.Writing personal mission statement

4.Setting a long-term and a short-term career goal

5.Possible barriers to the achievement of their goals, and strategies to overcome barriers

6.Action plans and immediate first steps to take

7.Strategy for self-management to achieve career goals and follow their action plans.

Participating managers will learn the right attitudes, values and skills to conduct successful:
  • Self-assessment will enable them to discover if there is a fit between their current interests, personality, values, needs and skills, and the requirements of their current jobs;
  • Discovering the areas (attitudes, work behaviors and skills) for their growth and improvement will give them the motivation to improve;
  • They realize that they and they alone, are responsible for their own career growth and development;
  • They discover and are prepared with career options, within and outside the organization, so that they don’t panic and feel helpless when organization changes take place;
  • They are prepared for career discussion and career counseling by their superiors.

Inputs; structured exercises; self-assessment instruments for better self-knowledge and understanding; action planning for improved performance on the job.

2 days or equivalent to 16 Hours

D. Career Coaching and Counselling Workshop

There are 3Cs that attract, retain and motivate the right people in the organization: competitive compensation, corporate culture, and career. People want to work in an organization where they can have a future. The manager has the role of aligning individual career goals with the organizations goals and vision. Work/career concerns of employees need to be directly addressed and resolved, rather than ignored or set aside. Otherwise, there is the risk of losing high potential/achievers to other organization (including competitors). Or, employees who see no future in the organization may become demotivated, retire on the job, become unproductive, and influence others with their demotivations. Such a situation can erode the morale of other employees and influence the attitudes and productivity of new and younger employees.

As a result of participating in this program, participants will be able to:

  • Acquire/enhance the mindsets of an effective career coach and counselor;
  • Demonstrate in role plays the process of and the steps and skills in coaching and counseling employees, and conducting career discussion;
  • Apply their skills to help their employees clarify their career concerns and set realistic career goals and plans;
  • Align their employees’ goals with the organization’s goals and directions.
    • Knowing the right attitudes, values and skills to confidently conduct successful career discussion, career coaching and career counseling will empower them to help their employees set realistic career goals, and overcome obstacles that prevent them from being successful in their jobs and from achieving their career goals.
    • Clarify their employees’ career goals and aspirations, assist them on how to achieve their career goals, in line with the organization’s goals and direction, and monitor if their performance is helping them to achieve their career goals.

    Inputs; structured exercises; demonstration of process and techniques; role-playing; video taping and critique.

    3 days or equivalent to 24 hours

E. Managing Life / Career Transition Workshop

The loss of a job and the attendant separation from an organization is a crisis that is devastating to a person. Loss of self-esteem, alienation and rejection cause defensive reactions of hostility or withdrawal. The way an organization handles the retrenchment/redundancy program has an adverse effect on the “survivors” whose job security is also threatened.

This MANAGING LIFE/CAREER TRANSITIONS WORKSHOP aims to make participants take stock of themselves at this stage in their life, and take charge of where they want to go and how to go about it. They will assess their skills and competencies, current interests and values so that they can generate career options and be motivated to pursue another and better career path in line with their present needs, values and interests.

As a result of participation in this MANAGING LIFE/CAREER TRANSITIONS workshop, participants will be clear about the direction of their life and career, set a life/career goal and know how to best lead a balanced life according to their present system of values, needs and current interests. Specifically, participants will be able to:
  • Surface their concerns about the loss of job;
  • Let go and “let God guide them” into a new phase of their life
  • Experience the process of planning their future;
  • Know the factors to consider in planning their future;
  • Assess their needs and values, their current interest and the skills they like to use;
  • Identify alternative work/career options;
  • Develop a vision for their life;
  • Set their career goal;
  • Map out proactive strategies and plans of action during the transition period.
  • 1. They will realize that the loss of a job can open up better opportunities to start another career that is more in line with their current interest, skills they enjoy using, needs and values.
  • 2. Knowing their values will enable them to choose a new job/career that can give them a chance to lead a balanced life.
  • Having action plans and immediate first steps to take for personal growth and mastery, can motivate them to work better.
  • 1. The company will establish itself as a caring company and will be perceived as such even by the employees who stay, thereby boosting their morale.
  • 2. The affected employees will feel the company’s care and concern.

Short inputs, group discussion, structured exercises, self-reflection and sharing, self-assessment instruments, creative visualization, strategic work/career planning.

2 days or 16 hours

F. Managing Retirement Successfully


Progressive organizations recognize the importance of helping their retirees prepare, plan and manage their retirement. Research has shown that retirement always comes as a shock to a person, even though it has been anticipated or perceived as inevitable. When a person retires, he loses not only a source of livelihood, but his sense of identity, because work has become who and what he is or has become. Most retirees go through a grieving process before they can accept the reality of the situation and make the necessary adjustment.

The need to deal with the psychological/emotional aspects of retirement is just as important as the financial package the retiree will receive.

The retirement period can still be a quarter of one’s life. It has to fit one’s changing circumstances, needs, values and interests. If a retiree has a life goal he can carefully plan and manage his time, talents and treasures, so that he/she can lead a life of joy and peace of mind, thereby enjoying quality.

This program helps participants develop positive attitudes towards self and towards retirement thru:

  • Planning a satisfying life in retirement
  • Assessing and clarifying their values and skills for a possible retirement work and career
  • Identifying retirement options and deciding from among these options
  • Developing an integrated plan focusing on the management of time, leisure and financial resources and the sharing of talents and skills.
  • Developing a short-range and long range goals and action plans


  • Having a current self-assessment of career interests, skills and values will help them develop options for retirement.
  • Having a clear vision of life in retirement will help them plan how they will use their time, and resources and how to share their talents and skills.
  • Preparing for retirement with hope and optimism.

MMETHODOLOGY:Short inputs, sharing, self-assessment instruments, and visioning activity.

2 days or equivalent of 16 hours.

G. Career Pathing And Succession Development Program

Planning for qualified people to succeed the organization’s leaders and managers is critical to the survival and growth of companies. Attracting and retaining high potential employees for key positions requires an effective HR strategy. Questions to consider are: What will our company look like three or five years from now? What competencies will our managers need to have then? How do we ensure that we have managers? How do we retain and motivate our employees to build there careers in the organization?

As a result of participation and application of learnings, participants will be able to:
  • Know the nature and value of a competency-based succession planning;
  • Identify components of a successful competency-based succession planning system:
  • Develop a profile of their organization related to competency-based succession planning;
  • Tell the factors to consider in implementing competency-based succession planning;
  • Know the steps to design and implement a competency-based succession system;
  • Tell whether their organization is ready to install a competency-based succession planning system;
  • Know and understand the nature and requirements of an effective mentoring relationship;
  • Identify techniques to keep successors motivated..
  • Participants will learn the basic concepts and skills to set up competency-based succession planning, and assess if their organization is ready for such a system. Specifically they will learn the following:
  1. Know what succession planning is: what, why, who does it, for whom?
  2. Know the difference between succession planning and replacement charting.
  3. Appreciate a competency-based succession planning system
  4. Know the components of a successful competency-based succession planning system
  5. Make a profile of their organization
  6. Know the areas on which high potential candidates are assessed.
  7. Know the factors to consider in implementing a competency-based succession planning
  8. Know the steps to design and implement a competency-based succession system
  9. Assess the readiness of their organization to install competency-based succession planning system.
  10. Know what a successful mentoring program is.
  11. Retain successors; what motivational techniques to use.

Ensuring organizational continuity and stability should be paramount among the concerns of top executives. Participating in this program will benefit their organization in the following ways:

  • Installing a competency-based system that will enable the organization to see if the

present leaders have the competencies it will require in the future

  • Identifying basic competencies required of leaders
  • Assessing the level of competencies of high potential employees
  • Identifying approaches to fill the gap between present and desired competencies
  • Installing a mentoring system to retain high potential employees

Note: This program does not include making and writing competencies.

Short inputs, brainstorming, group discussion and workshop.

16 hours or 2 days.

H. Mentoring to Fast Track High Potential


Mentoring is a strategic component of a career and succession development system as it ensures that the culture of the organization and the technical expertise of mentors in their fields of specialization are passed on to the next generation of leaders. An effective mentoring program can unleash the potentials and talents of both mentors and high potentials and could be a driving force for retention of talent. It enables the organization to achieve a competitive edge for survival, growth and profitability in this dynamic global environment.


This 2-day program will enable participants to:

  • Describe the roles of mentors and the key contributions expected of them by their organization in developing and retaining its high potentials
  • List the benefits of mentoring for the organization, for the mentors and for the high potentials
  • Enumerate the skills required of mentors to develop and sustain a strong mentoring relationship
  • Analyze the issues that could arise in a mentor-mentee relationship/ partnership and how these can be addressed
  • Tell the criteria for evaluating an organization’s mentoring program


  • Knowing the key features of an effective mentoring program will develop the right mindset about the value of mentoring
  • Knowing the roles of a mentor will prepare an expert to do mentoring
  • People responsible for a mentoring system will know how to select and match a mentor and a mentee
  • Knowing the issues in mentoring will result in realistic expectations from the mentoring relationship
  • Knowing the steps in developing a strong partnership relationship between mentor and high potential will minimize potential issues that could arise
  • Participate in a mentoring practice session will enable them  to identify the skills needed for effective mentoring

Short inputs; self-assessment instruments; workshop; group discussion, case analysis and role-playing.

2 days or equivalent of 16 hours.


A. Effective Team Building for Productivity (ETBP)

The biggest energy and time wasters which greatly affect the productivity and effectiveness of companies is the absence of teamwork. Efforts to harness employees’ productivity fail because of the absence of teamwork among them. Teamwork, however, does not just happen just because teams are formed and mandated to work as a team; it requires conscious and deliberate efforts to build and maintain.

This program is designed to make participants recognize the importance of teamwork and to transform them into a team. Through the process that will be used, participants will develop greater self-awareness and sensitivity to others. It will focus on establishing/enhancing authentic game-free communication lines among the participants and on improving their interpersonal relationships so that they can subordinate self-interest and their own departmental concerns to the over-all interest of the company.

As a result of participation in this workshop, participants will be able to:
  • Recognize the important characteristics of an effective team
  • Recognize how they affect each other
  • Now their team player style and the strengths and challenges of each team
  • Strengthen positive relationships with each other as a basis for building an effective team
  • Give, solicit and receive constructive feedback
  • Improve their verbal and non-verbal communication skills
  • Know how to manage conflicts constructively
  • Develop personal commitments to their team

  • Value of team working together vs. individual working alone
  • Characteristics of an effective team
  • Elements of an effective team
  • GRIP as sources of team issues
  • Team player style
  • How their strengths and weaknesses affect the team
  • Skills used in working in a team
  • Communication skills (verbal and non-verbal)
  • Conflict resolution strategies
  • How to obtain consensus

  • Subordinating self-interest to the interest of the team and of the organization
  • “We do things” together type of thinking vs. “I do it alone.”
  • Issues that affect productivity are brought out into the open
  • Learning of communication tools useful in team interactions

The essence of team building is process awareness. This program utilizes group dynamics, structured exercises, case analysis, group discussions, short lectures, and role playing from which participants derive the concepts of and approaches to team effectiveness.

3 days or equivalent to 24 hours. Out-of-town venue is suggested so that distractions are eliminated and physical proximity leads to bonding.

B. Mission, Vision, Values Program (MVVP)

The mission, vision and values of an organization are the bedrock of its corporate culture. An organization must be clear about what its purpose is and where it wants to go. This will enable everyone in the organization to have focus and align all their efforts and resources towards a common direction.Having a common vision and mission can draw together people with different backgrounds, education and training into a team. In turn, teamwork, makes it more likely for the organization to live its mission and move towards its vision.
In addition, an organization must transact business according to a set of values, that are translated into behaviors that are transparent to both internal and external customers.
This program uses our unique methodology that builds ownership of and commitment to the corporate mission, vision and values.

As a result of participation in this workshop, participants will be able to:
  • Have shared thinking and feeling about the mission and vision of the company
  • Craft their corporate mission and vision
  • Craft their department mission in line with the corporate mission
  • Haveshared beliefsabout the corporate valuesthat willguide business decisions and corporate practices;
  • Clarify their own personal values and align them with corporate values;
  • Identify the behaviors that will communicate corporate values and those that will contradict these values to internal and external customers;
  • Know one’s strengths and areas for improvement in living the corporate values.



  • 1.Mission and Vision: What and Why
  • 2.Crafting the corporate mission and vision
  • 3.Crafting departmental mission and vision
  • 4.Values: What they are and why they are important
    - Extracting the corporate values from the Mission and Vision
    - Values and behaviors
  • O5.bservable behaviors that will communicate or contradict corporate values
  • 6.Aligning Personal and Corporate Values
  • 7.Personal Commitment to Company to live to its MVV
  • To have its own shared corporate mission and vision that will shape its culture
  • Participants have ownership of the mission and vision; thus, they are committed to them
  • The corporate mission and vision become the basis of goals, strategies and action plans on the organizational, departmental and team levels.
Short inputs; group discussion; brainstorming, and consensus-taking; group discussion.

3 days or equivalent to 24 hours.

C. Strategic Planning (SP)







D. Team Building Workshop(TBW)

Teamwork is based on the principles of Interdependence and Interconnection. These principles recognize our link to one another – from the smallest to the biggest unit in the organization. This link needs to be strengthened and maximized to lead to peak performance, greater productivity, and organizational cohesiveness.

This workshop is focused on personal and team transformation as participants realize the importance of their role as a team player, and their contribution to the attainment of the organization’s vision and mission. The overall purpose of the workshop is to empower the team into working together harmoniously to achieve increased productivity.

As a result of participation in this workshop, participants will be able to:
  • Share and express themselves through group and dyadic sharing
  • Choose to take greater responsibility for their thoughts, attitudes, and emotions
  • Participate in team building activities to realize the value of teamwork
  • Practice authentic communication through effective listening, and supportive giving and receiving of feedback
  • Identify one’s and others’ behavior and personality styles
  • Write and declare personal and work commitments

  • Increased self-awareness
  • Essence Circle and how programs and paradigms affect one’s life and work
  • The Victim mode and its effects
  • The Responsible mode and its effects
  • Productivity
  • Team and teamwork
  • Characteristics of an effective team
  • Stages of team development
  • Team synergy
  • Authentic and effective communication
  • Relationship Strategies

  • Self-confident employees assured of their strengths
  • Empowered employees who chose to take responsibility over themselves and to be proactive about their work
  • Respect and trust for teammates and understanding of their similarities and differences
  • Effective and harmonious relationships in the intra-team and inter-team levels
  • Open and blame-free communication among team members
  • Focused, united and synergized team working towards a team goal
  • Ability to adjust in relating with teammates with different personality styles
  • More committed team players

Structured learning exercises, self-reflection, self-disclosure, dyadic sharing, group discussion and sharing, short lectures, role-playing, outdoor physical activities, and action planning are used to enhance facilitating-learning process.

3 days or equivalent of 24 hours.

E. Values Integration Program (VIP)

The Values Integration Program (VIP) is a process-oriented workshop that focuses on the strategies and approaches on how to personalize, internalize, and actualize corporate values among employees. The program enables the participant to identify his own personal values and orientations, to order these values into a system, and to align these values with those espoused by the organization. VIP also emphasizes the significance of personal mastery as the foundation of organizational change and renewal.

As a result of participation in this workshop, participants shall be able to:
  • Clarify their personal values and orientations and order these into a systemAlign personal values with the espoused values of the organization
  • Specify behaviors and programs that nurture and actualize the organization’s declared values
  • Commit to the practice of corporate values through a planned action program

  • Putting the person right back to the center of the organization
  • Appreciating the meaning of values and the process of valuing
  • Exploring inner self: integrity and primacy of the person
  • Looking outward: dignity of work and concern for others
  • The corporate values in perspective
  • Outlining-behavioral manifestation
  • Applying corporate values

  • Empowered employees whose personal values are aligned with corporate values
  • Internalization of company’s culture by employees
  • Higher job satisfaction
  • Positive organizational climate

Short lectures, exercises, self-reflection, group discussions, group dynamics, action planning.

2 days or equivalent of 16 hours.


A. Customer Service Excellence (CSE)

Customer Service Excellence is the key to maintaining the competitive edge. Customer relations is an important responsibility of every member in a sales or service organization, particularly the frontliners. Whether a customer continues to patronize one’s products or services and/or do business with a particular organization depends on how he or she is treated and made to feel when in contact with the people who represent the organization.

Customer Service Excellence provides a valuable training program for frontliners and those who get in contact with customers either in person or thru the telephone. It is also equally important for back-of-the-house or support groups to go thru the same program so that the entire organization becomes customer-focused, rather than function-oriented.

As a result of participation and application of learnings, customer service operation will be able to:
  • Identify specific applications of customer service practices in themselves, their work unit/section/department and their external customers
  • Apply the four steps to provide excellent customer service
  • Gain skills in identifying the four basic needs of customers
  • Handle complaints using the six-step approach
  • Contribute to repeat business by following a four-step principle
  • Create together with teammates a Team Vision that will impact bottom-line company objective
  • Frame a customer service philosophy that will guide daily operation in their organization.

  • Building High Emotional Quotient (EQ)
    - Four Competencies of EQ
    - Effects of EQ on Customer Service Skills
  • Assessing Service Successes and Service Failures
    - Personal Dimension
  • Procedural Dimension
  • Four steps to Excellent Customer Service
    - Improving Self-image
    - Identifying Customer Needs
    - Back-up Responsibilities
    - Handling Customer Complaints
  • Four step Principle to Get Repeat Business
  • Action Planning
    - Team Vision
    - Excellent Customer Service Philosophy

  • Having employees who will utilize customer service strategy as a marketing tool to win, retain and increase satisfied customers
  • Higher bars of performance
  • Shortened work processes
  • Effective work units
  • Employees that are motivated to advocate company standards
  • Improved profitability

Emphasis on role-playing, short lectures, self-assessment, group discussions, individual and group activities, self-reflection and sharing, video taping (optional and at expense of client) and action planning.

3 days or equivalent to 24 hours.

B. Effective Salemanship Program (ESP)

Your Sales Representatives' effectiveness in achieving their territory sales objectives is a major factor contributing to the achievement of corporate objectives. Therefore, they need to possess knowledge and skills in face-to-face selling situations, and need self-confidence in order to communicate the merits of their products with such impact and conviction that they are able to elicit a positive response from their prospects or customers.

As a result of participation in this workshop, participants will:
  • Identify their strengths and areas for improvement
  • Apply salesmanship principles in their daily work
  • Do prospecting
  • Develop and expand the business in their territory

  • Identify their strengths which they can apply to become effective and their areas for improvement which can hinder positive results from their selling effort
  • Clearer appreciation of the selling profession and the vital ingredients to a successful sales career
  • Application of probing techniques to better understand the prospect’s / customer's needs, motives, and bases for making choices
  • Application of techniques and building of skills in rapport establishment, effective sales presentation, with emphasis on benefit-selling
  • Turning objections to sales opportunities
  • Closing the sale
  • Prospecting, developing and expanding the business
  • Self-management

  • Improved business relationship with the customers
  • Betters sales performance
  • Maximum utilization of resources leading to better profitability
  • Enhanced company image

Short lectures, self-assessments, exercises, writing PSPs, individual role-playing critiquing, group discussions and processing of activities. (Note: videotaping optional at client's expense.)

3 days or equivalent to 24 hours.

C. Marketing Orientation for District Managers (MODM)







D. Territory Management (TM)

85-90% of the time, the Medical Representatives are left to themselves to work and grow their territories. This situation is very common in very large territories or districts where the District Manager has to supervise more than 7 Medical Representatives. In a highly competitive business environment, Medical Representatives have to achieve their product objectives and increase market shares with limited resources. Identifying the right MD targets, achieving the correct product mix and utilizing time, effort and resources efficiently are critical factors to territorial success. Thus, effective territory management has to be ensured. This program provides the rationale and the methodology for increasing territorial productivity.

As a result of participation in this workshop, participants will be able to:
  • Fully understand how a high Emotional Quotient (EQ) could provide them a greater chance to successfully and effectively manage themselves, others and the challenges in their territory
  • Apply the business strategic-planning process consisting of seven steps
  • Effectively plan and organize their work, formulate action plans, implement marketing programs and control their territorial operations

  • The Relationship Between High Emotional Quotient (EQ) and Personal and Professional Effectiveness
  • The Strategic Territory Business Planning, Implementation and Control Process
    A. Planning
    B. Implementation
    C. Feedback and Control [Measuring, Diagnosing, Taking Corrective Action]
  • 3. The Writing of the Business Plan

  • Improved profitability
  • Improved productivity
  • Professional development of:
    - Medical representatives
    - Territory
    - Customer Relation
    - Company Image

Introduction of concepts and practical frameworks, lectures, case analysis, numerous application exercises, and presentation of the Business Plan.

2 days or equivalent to 16 hours.

E. Win-Win Negotiation Skills (WWNS)

Negotiation is a fact of life. We are constantly negotiating in our daily life. Consciously or unconsciously everyone negotiates something every day, at home with other members of the family, with our neighbors and other people in the community, in the office with our bosses and peers, with our customers etc.. People differ, and we use negotiation to handle our differences. Yet not very many are good at Negotiation. In fact some people fear to negotiate.

As a result of participation and application of learnings, participants will be able to:
  • Illustrate the negotiation process
  • Understand the similarities and differences of negotiation vis-a-vis personal selling
  • Demonstrate the value of selling skills in negotiation
  • Assess their negotiation skills and apply selling skills in negotiation
  • Identify the two common types of negotiators and the problems associated with each
  • Observe non-verbal communication in identifying the other party’s interests and “buying motives”
  • Understand what constitutes a good agreement (Win-Win agreement)
  • Adapt the Win-Win method (strategy) in negotiation as a better alternative to “Positional Bargaining”

  • Course Introduction
    - What is Negotiation?
    - When can we use negotiation?
    - Why do some people fear to negotiate?
    - What motivates people to negotiate?
    - What constitutes a good agreement?
    - What are the two main types of negotiation?
    - What are the important traits of a good negotriator?
    - What is Win-Win Negotiation?
    - What are the common strategies and tactics used in Negotiation?
  • Negotiation: Defined And Contrasted With Selling
    - Two common definitions of negotiation
    - Similarities and differences between selling and negotiation
    - Attitudes we all share about negotiation
    - Primary motivation in a negotiation
    - The six buying motives
    - Where can we use negotiation
  • Negotiation skill practice #1 : Land Sale Exercise
    - L istening
    - O bserving
    - V erifying
    - E xplaining
    - P robing
  • Two main types of negotiators
    - What motivates us in negotiation; Interest or Position?
    - Key to successful negotiation
    - The two main types of negotiators
  • The Win-Win Method Of Negotiation
    - People: Separate People From The Problem
    - Interest: Focus On Interests, Not Positions
    - Options: Develop A Variety Of Options For Mutual Gain
    - Standards: Agree To Use Objective Standards
  • Win-Win Strategy 1: Separate people from the problem
    - Human aspect of Negotiation
    - Two kinds of interests of a negotiator
    - Three basic people problem: Communication, Emotion and Perception
  • Win-Win Strategy 2 : Focus on interests not positions
    - Explore interests
    - Make your interests come alive
    - Be hard on the problem, soft on people
  • Win-Win Strategy 3: Develop a variety of options for mutual gain
    - Obstacles that inhibit crafting of options
    - Separate the act of inventing from the act of judging
    - Broaden options; don’t look for a single answer
    - Search for mutual gains
    - Help them make their decision easy
  • Win-Win Strategy 4: Agree to use objective standards
    - Why use objective standards?
    - Developing Objective Criteria
    - Negotiating with objective criteria
  • Developing a BATNA (Best Alternative to a Negotiated Agreement)
    - Invent a range of alternatives if no agreement is reached
    - Improve some of the most promising alternatives
    - Select tentatively the best alternative
    - Consider the other party’s BATNA
    - Helpful tips: When the other side displays power
  • General Tactics

The workshop will employ various learning methodologies and techniques that are effective and appropriate for adult learning. Depending on the objectives and nature of a specific session, techniques and methods such as: group dynamics, assessment instruments, group discussions, action planning, lecturettes, role playing, etc., will be utilized in a balanced and synergistic manner.

3 days or equivalent to 24 hours.


A. Trainers' Development Program (BASIC)

This workshop is primarily intended for those participants whose job requires them to undertake on-the-job training in a structured manner occasionally. It focuses on the learning processes and assumes that the trainer-participant has mastery of the subject matter that he is expected to train people on.

Upon completion of the workshop, the trainer-participants should be able to:
  • Conduct a learning session on a specific subject matter where they have expertise on or are meant to transfer such expertise to adult learners, not only in terms of a cognitive understanding of it, but the learners should be able to demonstrate the actual use and/or behavior on the job
  • Employ and demonstrate proficiency in the use of the methods to be taken up during the workshop
  • Prepare a course or session trainer’s guide on a specific subject matter using the structures and guidelines taught during the workshop, including the necessary training aids and presentation materials

  • How to use adult learning principles
  • How to analyze the training requirements
  • How to develop learning objectives
  • How to outline the training content
  • How to select training methods
  • How to develop and use training aids
  • How to develop a training plan
  • How to use basic facilitation skills
  • How to handle problem situations
  • Practice training (delivery)
  • How to use your training skills
  • Integration of workshop

  • A ready pool of trainers for specific programs
  • Motivated and energized employees
  • Increased KASH levels of employees leading to exemplary behaviors

The workshop employs a highly interactive and hands-on approach and methodology. Half the time will be devoted to practice training sessions.

3 days or equivalent to 24 hours.



. .



January 28-30
+Frontline Leadership Development ProgramAVAILABLE

February 3-7
+District Managers Development ProgramAVAILABLE

March 9-13
+DMDP II: Strategy & Execution(Pharmaceutical Industry only)AVAILABLE

March 23-27
+Leadership and Managemant Development ProgramAVAILABLE

April 20-22
+Performance Coaching Skills WorkshopAVAILABLE

May 11-15
+District Managers Development Program(Pharmaceutical Industry only)AVAILABLE

June 22-24
+Frontline Leadership Development ProgramAVAILABLE

July 27-29
+Trainers Development ProgramAVAILABLE

August 10-14
+District Managers Development Program(Pharmaceutical Industry only)AVAILABLE

September 14-18
+DMDP II: Strategy & Execution(Pharmaceutical Industry only)AVAILABLE

October 19-21
+Performance Coaching Skills WorkshopAVAILABLE

November 9-13
+District Managers Development Program(Pharmaceutical Industry only)AVAILABLE

December 2-4
+Frontline Leadership Development ProgramAVAILABLE

*schedules are subject to change

**above programs are also available for in-house delivery
***NP - open to supervisors of Non-Pharmaceutical companies / P - Pharma companies only

For further inquiries, please call 817-0110 or 846-1342

Interested in attending the public workshop?


. .
© Career Systems, Inc. Philippines 2011 January. All rights reserved. Designed by Creative Juice Spills™. Updates by k.arellano
. .