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Job competency (ETS PLC (G4S (Theresa not impressed with ETS but had…

- - - - Realised I had made a mistake and put in a process which I communicated with all to prevent this from happening in the future
        
        Got email from directors commending me on my approach
- - - - Programme didn't seem very clear to me in its outcomes, so I politely challenged them with regards to what they were trying to achieve
        
        Led to the group getting a better idea of the outcomes of the programme
        
        Also led to Matt Green approaching me & Steve to start to create benefits maps for the service transformation work
    - - Mark approached me to help him with his benefits statements for his EPPM business case
        
        I took his statements and created a very, very basic map to aid our thinking
        
        This helped Mark Allen to visualise the information and also when presenting it back to Mark Asquith (which gave Mark Asquith assurance that we were on the right track)
        
        This was me tailoring our approach for the benefit of my client
        
        Through this approach we were able to convince Mark Allen that it would be beneficial to maybe go down the route of a full benefits map, which again triggered and clarified a lot for Mark
    - - Tried a different approach - MOSCOW for requirements
        
        Able to turn certain requirements on and off in the map to see what impact that might have on the benefits identified
      - Sometimes these sessions can be difficult as they require people to think hard and in a specific way. They are challenged throughout the process.
        
        Approximately 4 sessions were run and by the 2nd I noted Trevor started to wane. I continued to politely push him and I felt at the time that he reluctnantly pushed through with me.
        At the end of the mapping process though he wrote me an email saying that he appreciated me pushing him as it created a much more useful map, which his seniors were very happy with.
    - - Very unclear on the scope and outcomes of their project
        
        Worked with them over a week and was able to get them a very strong benefits map
        
        Within 3 weeks they had 70% of their benefits profiles done too
- - - - Liaised with all branches informed them of what we were planning, got their input and ensure we weren't doing anything to rock the boat
    - - Training in sales
      - Management training
    - - Reporting back on sales figures and tying it all back to the changes we made
      - Individual performance improvements
      - Leader/member exchange
  - - - Led to performance management conversations
- - - - PeopleCert
      - John
      - Staff in Dubai
    - - Director
      - John
  - - - Continual improvement
    - - Jamie, Bisi, James
      - Daunting to have to complete exam and portfolio - putting these all at rest, changing my approach dependent on the cohort and their experience
  - - - Reviews
      - Advice & guidance
      - RAID aspects
      - Capability development
- - - - Audio training
      - Going in there myself and making changes to show them how it's done
    - - Feedback from viewers
      - Feedback from seniors
    - - Turn off video/audio - going back to our core reason for existing
      - Manage the main stakeholders - very hierarchical if I can convince the producers/directors they will enforce the practice in the day to day activities