Six practical programmes for HR business partners, managers, leaders and practitioners. Understand your strengths, develop the skills your role demands and apply them to real work.
Choose a programme to explore its purpose, competency focus, assessment approach, learning objectives and day-by-day outline. Each programme connects evidence about your starting point with practice, feedback and workplace application.
HR Delivery HRBP – Human Resource Business Partners
Turn business priorities into credible people advice and practical action.
This three-day programme develops the behavioural and technical capabilities needed to operate as an effective HR business partner. Participants connect business direction, operating pressures and workforce evidence to the decisions managers need to make. The emphasis is on understanding the business, diagnosing the people issues that matter and agreeing proportionate action with clear ownership.
Working through a continuing business case and a live workplace challenge, participants practise analytical judgement, advisory conversations and constructive challenge. Individual competency evidence guides their learning priorities. Each day produces a usable component of a business-aligned people plan, culminating in a stakeholder presentation and a focused development plan.
01
What you will learn
Explain how a business unit creates value and its people implications.
Diagnose a people issue using workforce evidence and stakeholder perspectives.
Prioritise workforce, talent and performance actions against business requirements.
Conduct an advisory conversation that combines support with constructive challenge.
Translate a business change into manager actions and people support.
Present a people plan with ownership, measures and review points.
02
The capabilities you will develop
Behavioural capabilities
Build trust through listening, reliability, discretion and professional boundaries.
Influence stakeholders and challenge assumptions respectfully with relevant evidence.
Exercise balanced judgement when commercial demands and employee needs compete.
Coach managers to own decisions, performance conversations and people responsibilities.
Adapt communication and maintain effectiveness through ambiguity and change.
Technical capabilities
Interpret business models, value drivers, costs and operational priorities.
Analyse workforce information, test data quality and communicate useful insight.
Connect workforce planning with talent, capability, succession and performance needs.
Develop business-aligned people plans with priorities, measures and accountable owners.
Assess change impacts and coordinate managers, HR specialists and delivery teams.
03
Your assessment and development journey
Before the programme: establish a baseline
Participants complete behavioural and technical self-assessments, prepare an anonymised business challenge and discuss role examples in a structured competency interview. This establishes a developmental baseline and focuses practice on the capabilities most relevant to their role.
During the programme: observe application
Facilitators review a workforce analysis, stakeholder advisory simulation and people-plan presentation against explicit criteria. Feedback distinguishes analytical accuracy and planning skill from listening, influence, challenge and judgement, with space for participant reflection.
At completion: agree the next evidence
Participants compare observed evidence with their starting baseline and agree targeted practice. The resulting capability profile records demonstrated strengths, development needs and evidence still required in the workplace, providing a clear basis for continued learning and application.
04
Your programme, day by day
Day01
Understand the business and diagnose
Map business priorities, customers, value drivers and the HRBP operating role.
Interpret workforce indicators, question assumptions and separate symptoms from causes.
Practise stakeholder discovery interviews and define a clear people problem.
Your practical output
A business and stakeholder map, evidence-based problem statement and personal competency priorities for the remaining practice.
Day02
Shape options and advise managers
Build workforce scenarios linking capacity, capability, talent and succession choices.
Use performance evidence to identify manager actions and development needs.
Rehearse challenging advice, coaching conversations and trade-off discussions with managers.
Your practical output
An options appraisal linking people interventions to business needs, plus feedback on an observed advisory conversation.
Day03
Agree the plan and support delivery
Develop an integrated people plan with ownership, dependencies and useful measures.
Assess change impacts and plan stakeholder engagement and manager support.
Present recommendations, respond to challenge and refine the implementation approach.
Your practical output
A stakeholder-ready people plan, change-support priorities and a personal 30/60/90-day development and evidence plan.
PRACTICAL OUTCOMES
What you take back to work
A clearer advisory contribution linked to the business unit’s actual priorities.
More disciplined use of workforce evidence when discussing problems and options.
A practical people plan that managers can own, review and adapt.
Specific behavioural and technical development priorities supported by observed evidence.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants agree a workplace application with their manager, use the plan in a real business discussion and retain evidence of decisions and feedback. Reviews at 30, 60 and 90 days track practice, obstacles and adjustments to their development priorities.
Management Development: Productivity, People and Performance
Build the everyday management practices that organise work, support people and improve results.
This five-day programme develops practical management capability through HR Delivery’s 3P9C framework: Productivity Management, People Management and Performance Management. Its nine competencies connect planning and resource decisions with team coordination, development, accountability and improvement. Participants work on a real team challenge throughout the programme, translating each competency into routines they can use immediately.
Pre-course assessment creates a starting profile for a facilitated development debrief. Case discussions, observed conversations, planning exercises and a final management simulation then provide further developmental evidence. Participants compare intention with impact, practise alternative approaches and leave with a focused plan for applying their learning at work.
01
What you will learn
Interpret a competency profile and select priorities relevant to the current management role.
Translate competing demands into realistic priorities, workloads and clear ownership.
Coordinate people and handovers through concise, inclusive communication.
Use coaching and delegation to strengthen capability and confidence.
Set expectations, review evidence and address performance gaps constructively.
Build a practical development plan with observable behaviours and review measures.
02
The capabilities you will develop
Behavioural capabilities
Clear communication, fair supervision and active listening.
Constructive feedback, coaching and developmental delegation.
Personal accountability, balanced judgement and consistent follow-through.
Technical capabilities
Workload planning, prioritisation and resource allocation.
Goal setting, performance measures and progress reviews.
Action tracking, root-cause analysis and improvement planning.
Explore real management examples, personal contribution and outcomes across the nine competencies, identifying evidence and questions for development.
Pre-course self-assessment
Review current practice against the framework and record examples, confidence levels and situations that need stronger management routines.
Pre-course 360 feedback
Gather perspectives from agreed workplace contributors on observable behaviours, with clear participation and confidentiality arrangements before collection.
Pre-course situational judgement
Consider realistic workload, people and performance dilemmas; examine the reasoning behind choices alongside the other evidence sources.
Competency profile and debrief
Bring the four sources together, explore agreements and differences, and select one to three priorities. Use observed practice to refine this developmental profile.
04
Your programme, day by day
Day01
Understand your management practice
Explore the 3P9C competencies through everyday management situations and role expectations.
Debrief interview, self-assessment, 360 and situational-judgement evidence, examining differences with curiosity.
Map a live team challenge and rehearse a short expectations conversation with facilitated feedback.
Your practical output
A personal competency profile, one to three development priorities and a defined workplace challenge.
Day02
Productivity Management
Practise Planning and Prioritisation using an overloaded team inbox and competing deadlines.
Apply Resource Optimisation to capacity constraints, delegation choices and shared resources.
Strengthen Execution and Follow-Through through milestones, progress checks and escalation decisions.
Your practical output
A realistic team delivery plan with priorities, capacity assumptions, owners and review points.
Day03
People Management
Practise Communication and Team Coordination through a briefing and difficult handover scenario.
Develop People Support and Development through observed coaching and delegation conversations.
Apply Team Management to uneven workloads, team friction and consistent supervision.
Your practical output
A team coordination routine and an individual coaching and delegation plan, revised after feedback.
Day04
Performance Management
Use Goal Setting and Expectations to turn vague requests into clear standards.
Practise Monitoring and Accountability by reviewing progress evidence and diagnosing delivery gaps.
Apply Feedback and Improvement in an observed performance conversation and improvement exercise.
Your practical output
A performance review template, evidence-based conversation plan and agreed improvement actions.
Day05
Integrate and apply
Complete a management simulation combining urgent work, resource constraints and a people issue.
Review facilitator and peer observations against the nine competencies and initial priorities.
Present the workplace challenge response and rehearse the first conversation needed to implement it.
Your practical output
A practical management toolkit and a 30/60/90-day development plan with evidence and review commitments.
PRACTICAL OUTCOMES
What you take back to work
A clearer understanding of management strengths and priority behaviours to develop.
Reusable tools for organising work, coordinating people and reviewing performance.
Practice evidence and feedback from realistic management conversations and decisions.
A workplace application plan connecting changed behaviour to team experience and delivery measures.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants take the plan into a discussion with their manager, apply new routines to the chosen challenge and review evidence at 30, 60 and 90 days. Progress is demonstrated through work examples, feedback and results.
Leadership Development: Direction, Development and Delivery
Turn leadership insight into clearer decisions, stronger partnerships and accountable delivery.
This five-day programme develops leadership practice through HR Delivery’s 3D9C framework. Direction, Development and Delivery connect nine competencies for setting priorities, building capability and achieving outcomes. Participants bring an organisational challenge and explore how their decisions and behaviour influence people, partners, clients and performance.
Pre-course assessment establishes an individual starting profile, followed by a facilitated debrief and practical development. Strategic cases, stakeholder negotiations, coaching practice and an integrated leadership simulation create opportunities to test judgement and receive specific feedback. The programme connects personal development with an organisational contribution that participants can take forward after the course.
01
What you will learn
Use a 3D9C competency profile to identify relevant leadership development priorities.
Set clear strategic priorities and explain decisions through evidence and explicit trade-offs.
Build commitment and partnership across competing organisational interests.
Develop capability through coaching, delegation and shared responsibility.
Connect accountability and client experience with agile, reliable execution.
Translate learning into an organisational challenge plan with observable progress measures.
02
The capabilities you will develop
Behavioural capabilities
Credibility, professional judgement and openness to challenge.
Engagement, partnership, coaching and shared ownership.
Accountability, client focus and adaptive leadership.
Technical capabilities
Strategic prioritisation, options appraisal and scenario planning.
Stakeholder mapping, capability planning and delegation design.
Delivery governance, client measures and operational improvement.
Examine leadership episodes, decisions and consequences against the nine competencies, distinguishing personal contribution from wider organisational outcomes.
Pre-course self-assessment
Reflect on observable leadership practice, current responsibilities and pressure situations, recording evidence for strengths and development needs.
Pre-course 360 feedback
Invite agreed colleagues and stakeholders to describe their experience of leadership behaviours, with participation and confidentiality arrangements explained before collection.
Pre-course situational judgement
Explore realistic strategic, people, stakeholder and delivery dilemmas; discuss the trade-offs and reasoning behind the participant’s choices.
Competency profile and debrief
Integrate the four sources, discuss differences and missing evidence, and agree one to three priorities. Refine the developmental profile through facilitated, observed practice.
04
Your programme, day by day
Day01
Understand your leadership impact
Explore the 3D9C competencies in the context of current organisational priorities and leadership responsibilities.
Debrief interview, self-assessment, 360 and situational-judgement evidence, testing assumptions about personal impact.
Frame a live organisational challenge and rehearse a leadership narrative with peer and facilitator feedback.
Your practical output
An individual competency profile, one to three priorities and a clearly framed leadership challenge.
Day02
Direction
Apply Strategic Direction & Focus to competing priorities, resource choices and difficult trade-offs.
Practise Credibility & Professional Judgement in a decision briefing with incomplete and conflicting evidence.
Use Innovation & Future Vision to examine scenarios and propose a small, testable improvement.
Your practical output
A strategic decision brief with options, assumptions, risks, priorities and an experiment to test.
Day03
Development
Practise Commitment & Engagement through a conversation about change, purpose and concerns.
Apply Collaboration & Partnership in a negotiation between functions with competing interests.
Develop Capability & Growth through observed coaching, developmental delegation and capability planning.
Your practical output
A stakeholder partnership map and capability development plan with specific leadership commitments.
Day04
Delivery
Apply Ownership & Accountability to decision rights, delivery commitments and review conversations.
Use Client Partnership & Experience to diagnose a service failure and agree recovery priorities.
Practise Agility & Operational Excellence by addressing root causes and adapting a disrupted delivery plan.
Your practical output
A delivery charter with named owners, client measures, review points and adaptation triggers.
Day05
Integrate and demonstrate
Complete a leadership simulation combining strategic uncertainty, stakeholder tension and delivery pressure.
Review observed decisions and behaviours against the nine competencies and initial development priorities.
Present the organisational challenge response, receive constructive challenge and rehearse a sponsor discussion.
Your practical output
A leadership action portfolio and a 30/60/90-day application plan with evidence and review commitments.
PRACTICAL OUTCOMES
What you take back to work
A grounded view of leadership strengths, impact and development priorities.
Practical decision, partnership, capability and delivery tools linked to the 3D9C competencies.
Developmental evidence from observed leadership practice and specific feedback.
An organisational contribution plan connecting behaviour change with stakeholder experience and delivery outcomes.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants agree workplace application with their manager or sponsor, use the challenge to practise priority behaviours and review evidence at 30, 60 and 90 days. Feedback, decision records and delivery measures inform the next development steps.
Diagnose organisational needs and design interventions with the people affected.
This three-day programme develops the behavioural and technical skills of internal and external organisation development consultants. Participants work across the consultancy cycle: agreeing the assignment, understanding the organisational system, gathering evidence, selecting interventions and evaluating progress. They learn to resist premature solutions and to make their reasoning visible to clients and stakeholders.
A continuing consultancy case combines diagnostic analysis with observed conversations and facilitated group work. Participants also bring an anonymised workplace challenge to test relevance to their own practice. Assessment and feedback examine both the quality of their technical choices and how they establish trust, work with power, manage disagreement and enable client ownership.
01
What you will learn
Agree a consultancy contract that clarifies the problem, scope and responsibilities.
Map an organisational system and frame testable diagnostic questions.
Combine evidence sources while recognising bias, limitations and ethical responsibilities.
Design an intervention that addresses diagnosed causes and organisational readiness.
Facilitate a group conversation that surfaces differences and supports joint decisions.
Build an evaluation plan that informs adaptation and client learning.
02
The capabilities you will develop
Behavioural capabilities
Build trust while maintaining independence, confidentiality and clear consulting boundaries.
Listen with curiosity and test personal assumptions before drawing conclusions.
Use constructive challenge and sound judgement when interests or perspectives conflict.
Facilitate inclusive participation and recognise power, emotion and group dynamics.
Reflect on personal impact and strengthen the client’s capacity to act.
Technical capabilities
Contract consultancy assignments with clear outcomes, roles, scope and decision rights.
Apply systems thinking to relationships among strategy, structure, culture and work.
Select diagnostic interviews, surveys, observation and document review appropriately.
Design coherent OD interventions, facilitation processes and approaches to change.
Plan evaluation using baseline evidence, feedback and relevant outcome measures.
03
Your assessment and development journey
Before the programme: examine consulting practice
A behavioural and technical self-assessment, short case reflection and structured competency interview establish the starting profile. Participants identify a consulting challenge and supporting evidence. This developmental baseline guides individual learning priorities and the selection of relevant practice.
During the programme: demonstrate consultancy skills
Observed contracting, diagnostic feedback and group facilitation exercises provide evidence of consulting behaviour. A diagnostic brief and intervention proposal test technical reasoning. Facilitator and peer feedback use clear criteria and specific examples from practice.
At completion: integrate the evidence
Participants review demonstrated strengths and gaps against their baseline, explain their intervention choices and agree workplace practice. The final development plan distinguishes skills observed during the programme from capabilities requiring further evidence in real assignments.
04
Your programme, day by day
Day01
Contract and understand the system
Explore internal and external consulting roles, ethics, sponsorship and client ownership.
Practise contracting conversations covering outcomes, access, confidentiality and working relationships.
Map organisational interdependencies and plan a proportionate diagnostic enquiry.
Your practical output
A consultancy contract, initial system map and diagnostic plan specifying questions, evidence sources and stakeholder involvement.
Day02
Diagnose and facilitate shared understanding
Use interviews, surveys, observation and documents to test competing explanations.
Analyse culture, team dynamics and work processes without overclaiming causation.
Facilitate diagnostic feedback, manage disagreement and agree priorities with stakeholders.
Your practical output
A triangulated diagnostic brief with evidence limitations, agreed priorities and feedback on an observed facilitation exercise.
Day03
Design interventions and evaluate change
Select interventions across team effectiveness, work design, culture and leadership.
Sequence change activities around readiness, participation, dependencies and available capacity.
Present the proposal and define evaluation, learning and adaptation arrangements.
Your practical output
An intervention proposal with a change approach, evaluation measures and a personal 30/60/90-day development and evidence plan.
PRACTICAL OUTCOMES
What you take back to work
Clearer consulting agreements that support shared expectations and responsible client ownership.
Diagnostic conclusions that make evidence, assumptions and uncertainty visible to stakeholders.
A justified intervention approach connecting organisational needs with practical delivery choices.
Specific behavioural and technical priorities for developing credible OD practice.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants apply one element of their proposal in an agreed workplace assignment, gather client feedback and record what changes in their diagnosis. Reviews at 30, 60 and 90 days connect this evidence to further consulting practice and development priorities.
Turn a business request into an evidence-based recommendation, a workable delivery plan and sustained adoption.
CCP develops practical skills for internal consulting and organisational change. Across three days, participants clarify a sponsor’s request, investigate the problem, compare responses and organise implementation. The emphasis is on sound judgement, useful evidence and clear agreements with those commissioning, delivering and experiencing the work.
A realistic case enables participants to rehearse difficult conversations and update project documents as information emerges. They also apply tools to a workplace challenge. HR Delivery’s 4C Change Readiness Framework connects Clarity, Commitment, Capability and Capacity with project controls and the conditions needed for adoption.
01
What you will learn
Agree an internal consulting brief with clear outcomes, scope, roles and decision rights.
Design a proportionate diagnosis and distinguish evidence, assumptions and unanswered questions.
Compare solution options against agreed benefits, feasibility, cost and implementation risks.
Translate change impacts and readiness gaps into stakeholder, communication and support actions.
Build a delivery plan with milestones, dependencies, accountable owners and escalation routes.
Evaluate adoption and benefits, capture learning and transfer ownership into everyday work.
02
The capabilities you will develop
Behavioural capabilities
Build credibility through active listening, purposeful questioning and clear expectations.
Challenge assumptions constructively while respecting expertise, context and confidentiality.
Influence stakeholders, negotiate boundaries and handle disagreement without avoiding difficult issues.
Demonstrate ownership, adaptability and honest communication when evidence or priorities change.
Technical capabilities
Consultancy contracting, problem definition and proportionate diagnostic planning.
Stakeholder mapping, evidence synthesis and options appraisal.
Change impact analysis, readiness assessment and targeted communication.
Project scope, milestones, dependencies, responsibilities and risk management.
Adoption measures, benefits review and operational handover.
03
Your assessment and development journey
Preparation and starting point
A brief self-review and anonymised workplace challenge identify development priorities. A diagnostic exercise checks problem definition, evidence selection and assumptions. A supplied case is available where live work is unsuitable.
Observed consulting and delivery practice
Sponsor conversations, stakeholder role plays and a project review simulation assess listening, challenge, influence and judgement. Facilitator observation and peer feedback sit alongside review of the diagnostic brief, options appraisal and delivery plan.
Feedback and application evidence
Participants explain their recommendations and respond to challenge. Feedback distinguishes technical quality from observed behaviour, identifies strengths and priorities, and informs a workplace action plan with evidence to review with a manager or sponsor.
04
Your programme, day by day
Day01
Acting as an internal consultant
Rehearse an initial sponsor meeting; clarify the request, desired outcome and consulting role, then negotiate scope, access, responsibilities and the working agreement.
Create a stakeholder map and diagnostic plan; practise interviews and select relevant service, people and operational evidence with appropriate confidentiality arrangements.
Examine a case evidence pack, separate symptoms from possible causes and test competing explanations before presenting a concise problem definition for sponsor agreement.
Your practical output
A consulting brief, stakeholder map and evidence plan with initial findings, assumptions and open questions.
Day02
Designing the response and enabling change
Generate and appraise options using agreed decision criteria; develop a recommendation that makes trade-offs, assumptions, resource needs and intended benefits explicit.
Map impacts by affected group and use the 4C readiness questions to identify gaps in understanding, ownership, practical skills and operating capacity.
Design a communication and involvement plan; practise explaining the change, responding to concerns and agreeing sponsor, manager and employee contributions.
Your practical output
An options appraisal, change impact and readiness review, and a communication and support plan.
Day03
Managing implementation and evaluating delivery
Break the preferred option into deliverables and milestones; allocate responsibilities, map dependencies and build a register of risks, assumptions, issues and dependencies.
Run a simulated project review involving delays, competing priorities and a change request; recommend decisions, escalate appropriately and update the delivery plan.
Agree implementation conditions, adoption and benefit measures, review points and handover responsibilities; present the complete proposal and incorporate structured feedback.
Your practical output
An integrated project plan, risk and issue register, benefits review plan and operational handover checklist.
PRACTICAL OUTCOMES
What you take back to work
A reusable consulting approach from first request to agreed recommendation.
A practical set of project and change documents developed through the case.
Feedback on consulting behaviour, decision quality and delivery discipline.
A focused workplace application plan with an owner, evidence and review points.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants select one assignment for application, agree a first action with their manager or sponsor, and use a 30/60/90-day plan to review progress. Evidence can include a revised brief, stakeholder feedback, completed milestones and observed adoption, with adjustments recorded as learning emerges.
Facilitation, Quality Improvement and Process Improvement
Help groups reach useful decisions, understand how work flows and test improvements with credible evidence.
FPQ combines facilitation and improvement practice across three days. Participants design purposeful group sessions, involve different voices and turn discussion into decisions and action. They use the same collaborative approach to examine a process, investigate recurring problems and develop a manageable test grounded in the experience of service users and colleagues.
A shared service case links daily activities, supported by workplace examples. Participants map current work, test a proposed change and evaluate its effects. Clear measures, disciplined learning and practical ownership help them examine ideas before wider rollout and embed useful changes in routine operations.
01
What you will learn
Design a facilitated session with a clear purpose, appropriate methods and useful outputs.
Use inclusive facilitation techniques to manage participation, disagreement and group decisions.
Map an existing process and locate delays, rework, hand-offs and unclear responsibilities.
Investigate possible causes using evidence and distinguish explanations from untested assumptions.
Define baseline, outcome, process and balancing measures for a small improvement test.
Run a Plan–Do–Study–Act cycle and specify how to evaluate, adapt and sustain improvement.
02
The capabilities you will develop
Behavioural capabilities
Listen actively, ask neutral questions and make space for different perspectives.
Manage group dynamics, disagreement and uneven participation with confidence and respect.
Explore problems with curiosity and challenge ideas without assigning personal blame.
Encourage shared ownership, reflection and follow-through on agreed actions.
Technical capabilities
Session purpose, agenda design, facilitation methods and decision records.
Process boundaries, customer requirements and current-state process mapping.
Root-cause exploration, evidence collection and improvement prioritisation.
Operational definitions, baseline measures and simple run charts.
Plan–Do–Study–Act cycles, evaluation and sustainable process controls.
03
Your assessment and development journey
Preparation and baseline
A brief self-review and an anonymised process example identify development needs. A case exercise explores problem framing, interpretation of measures and information gaps.
Observed facilitation and technical practice
Each participant facilitates a group activity and receives feedback on purpose, inclusion, questioning and disagreement. Case exercises assess process mapping, causal reasoning and the usability of measures and tests.
Improvement proposal and reflection
Participants present a small improvement test, explain their prediction and evaluation approach, and revise it after challenge. Facilitator and peer feedback inform separate behavioural and technical development priorities and a workplace application plan.
04
Your programme, day by day
Day01
Facilitating purposeful and inclusive group work
Translate a meeting request into purpose, scope and expected decisions; design an agenda, choose methods and establish participation agreements and decision rules.
Practise questioning, listening, summarising and visual capture; manage dominant voices, quiet participants and disagreement while keeping the group focused on the task.
Facilitate a case discussion using individual reflection, small-group work and prioritisation; distinguish agreement from unresolved differences and record actions, owners and review points.
Your practical output
A session design, a facilitated practice record and personal feedback on group leadership behaviours.
Day02
Understanding the process and investigating causes
Define the service user, requirements and process boundaries; build a swimlane map of current work with roles, hand-offs, waiting time, decisions and rework.
Use process evidence, the five whys and a cause-and-effect diagram to explore recurring problems; test causal assumptions and identify what further observation is needed.
Compare improvement ideas by likely effect, effort and risk; frame a focused aim and introduce Plan–Do–Study–Act through a small test with an explicit prediction.
Your practical output
A current-state process map, evidence-based problem statement and prioritised improvement hypothesis.
Day03
Testing, measuring and sustaining improvement
Define measures and collection rules, including relevant denominators; establish a baseline and choose outcome, process and balancing measures that reveal unintended effects.
Run a simulated small test, study a simple run chart and compare results with the prediction; recognise data limitations and decide whether to adapt, adopt or stop.
Plan the next test and conditions for wider use; agree process ownership, updated work instructions, team learning, monitoring and a response when performance slips.
Your practical output
A completed test record, measurement plan, evaluation summary and practical sustainment plan.
PRACTICAL OUTCOMES
What you take back to work
A reusable session plan and feedback on observed facilitation skills.
A process map and a focused problem statement supported by available evidence.
A small improvement test with measures, a prediction and explicit learning questions.
A plan for ownership, monitoring and embedding improvements into everyday work.
30 / 60 / 90
Apply it. Review it. Keep developing.
Participants agree a workplace session and small improvement test with the process owner. A 30/60/90-day plan reviews facilitation behaviour, process evidence and service-user experience to evaluate results and decide the next step.
Durations refer to facilitated programme days. Pre-course assessment and workplace application take place around those days. We agree the audience, assessment arrangements, English or Arabic delivery, workplace context and follow-through when shaping your programme.
