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@VO School Database:

Beginners and Intermediate Use

February - June 2006

The course was designed specifically for personnel from the ISH to give a practical understanding of the parameters of this purpose designed school database.

Initially training centered on the correct inputting of data to ensure the ability to sort and define the information into the format needed for any reporting operation required.

Later a more advanced course enabled the user to develop the ability to create purpose built templates to suit the reporting functions of their particular organisation.

Outline programme

  • Familiarity with the structure of the environment
  • Basic input parameters
  • Do's and Dont's of information input to ensure results and integrity
  • Tailoring fields to match the working environment and particular requirements of the school
  • Exercises in sorting and refining searches of the information

Business Objects:

Beginners and Intermediate

February - June 2006

Business objects is used as the front end to many different applications. It enables the user to create templates for reporting from a database.

Initially training centered on the 'universe' of business objects and how it relates to the database.

Later very practical exercises on developing templates for reporting and how to structure the end document, not only for the information required but also for the look and feel of the final print out.

Outline programme

  • Understanding the relationship between Business Objects and the database
  • Exercises in layout of the required information
  • Designing and organising templates to show results of database searches and reporting to suit the user environment

Internal Communication in Context

November 2000

The course was for internal communication managers and those with responsibility for their organisation's internal communication. The 3 day course aimed to ensure that internal communication plays a vital part in the communications mix and to increase its value at all levels in the organisation

Outline programme

  • Employee communication needs
  • The five-way communication model
  • Timing and credibility: when to communicate information
  • House journals and newsletters: the need for a defined policy
  • Face-to-face communication in organisations: leadership and motivation; managing team communication; one-to-one meetings
  • Upward communication methods: consulting staff; communication and attitude surveys; the role of representatives; senior management involvement in handling feedback
  • Influencing skills: influencing senior managers and maintaining their commitment; developing a pro active approach
  • Information technology and internal communication: the role of the intranet in supporting face-to-face communication
  • Lateral communication: how to encourage the sharing of learning and best practice in the organisation
  • Planning: developing and evaluating an internal communication plan
  • Integrating internal and external communication

Internal Communication:

Developing Strategies for Success

March 2001

The course was designed for communication managers, human resource managers and all those responsible for their organisation's internal communication strategy. The 2 day course was designed to equip participants with the skills and knowledge they need in order to develop an integrated communication strategy which supports business objectives and helps drive change.

Outline programme

  • Linking organisational culture and communication requirements: identifying organisational styles; the implications of different organisational characteristics; using communication to support culture change
  • Ensuring that communication supports and underpins change
  • Integrating communication strategy with business plans: the communication carousel; ensuring communication objectives are based on business need; demonstrating value and developing commitment
  • Ensuring that research is effective and targeted: the areas to consider when preparing a research brief
  • The elements of strategy development; integrating internal and external communication; planning for success
  • Evaluating effectiveness: levels of measurement; measuring the right things and using the right tools; ensuring continuous improvement and adapting to changing needs.

About The Industrial Society

The Industrial Society is a not-for-profit campaigning body. There Members represent all sectors of the economy.

Everything they do, from advocacy to consultancy, training to publishing, is driven by a commitment to improve working life.

Training Courses

The Industrial Society trains over 50,000 people a year. Their public courses use management systems that are certified to BSEN ISO 9001.

Their training courses enable individuals to make the most of their skills.

The society believes that realising a persons potential benefits everyone, from the individual concerned to the organisation they work for.