Management Development Programmes 2019 v2

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MANAGEMENT DEVELOPMENT PROGRAMMES 2019

1. Introduction 2. About the Programmes 3. ILM 4. Assessment of Programmes – Overview 5. Commitment Required 6. Nomination Process 7. Potential Managers Programme 8. CM1 Programme

Contents

Version Control: V2 - 22/11/18 – Updated dates for CM1

If we are to achieve our vision of becoming the world’s leading whisky company it is essential we continue to develop the leadership skills and knowledge of our current management population and our managers of the future.

Our areas of focus are clear - we want managers who understand how to motivate their teams and treat people with respect and honesty. Our Managers should always strive to make things better through innovation and continuous improvement.

Introduction – Scott Livingstone

We live and work in an ever changing world - managers need to be proactive, ensuring they effectively manage change with their teams, appreciating that people will react in different ways.

Our managers should be good communicators at all levels, able to share messages confidently with the ability to effectively influence and persuade others.

A CBL Manager should have the performance of their people at the heart of everything they do, prepared to have crucial conversations with their team members in order to develop them to their maximum potential.

The Chivas Brothers’ Management Development Programmes are designed to support and develop your leadership skills at various stages in your career. We have been delivering our in-house programmes since 2009, continually striving to develop and change the programmes each year, as appropriate, to ensure the best learning experience.

I believe that the training modules, the opportunity to attain an externally recognised leadership qualification combined with the fabulous opportunity to build strong networks across the business, provide all delegates with an invaluable experience.

The Management Development Programmes continue to be a significant part of the investment in our people each year and I am very pleased to offer them again this year.

I would encourage anyone who has yet to attend a programme to have a discussion with their line manager to decide which of the programmes may be suitable for them.

For further information please speak with a member of the Employee Development Team.

About the Programmes

The Employee Development Team continually strives to develop and improve our Management Development Programmes. Utilising delegate feedback, each year we make positive changes to the programmes to enhance the learning experience for candidates. There will be 2 Programmes available in 2019;

• Potential Manager Programme (PM) • Chivas Manager 1 Programme (CM1)

These will offer development to both our current Management population and to those who have been identified as our Managers of the future. Each programme is accredited by The ILM therefore delegates who successfully complete a programme will gain a formal qualification. More information on the ILM can be found on page 7.

About the Programmes

This pack is designed to provide Exec members and Senior Managers with an overview of the two programmes and guidance to help nominating Managers understand which of the programmes would be most suited for their team members. The programmes are made up of two main elements – training modules and work-based assignments. The training modules are designed to be highly participative with skills practice, syndicate exercises and discussion groups. They take place over a two or three day period and are usually held at the Training Centre in Paisley. Some of the modules will also be complemented by i-zone e-learning as part of pre or post course work. Some of the modules require candidates to prepare and submit a written assignment, assessed against specified criteria. Other modules involve a reflective review of learning, usually carried out on the day. The programmes provide delegates with an excellent opportunity to network with colleagues from other business units; each programme generally consists of sixteen employees. Nominations for the programmes must be returned to the Employee Development Team by Friday 16 th November 2018.

ILM

The ILM is Europe’s foremost provider of leadership and management qualifications & the UK’s largest management awarding body. ILM qualifications are mapped to professional occupational standards - standards which have been developed by employers - therefore each qualification is guaranteed to meet real business and individual needs. They are practically-based; ensuring employee learning is transferred directly into the work environment. All organisations who wish to become an ILM accredited centre undergo a rigorous approval process, ongoing evaluation and quality assurance. This is to ensure they meet all professional benchmarks, and have the expertise and systems in place to deliver the innovative ILM portfolio with its emphasis on practical, work-based learning. Chivas Brothers Ltd has been an accredited ILM Centre since 2008 and is continually reviewed to ensure we maintain the standards. As an accredited provider we ensure our in-house Management Development Programmes provide candidates with personal development and the opportunity to gain a formal qualification. In addition, it provides the business with an external quality benchmark and framework. Each of our Management Development Programmes is linked to a particular ILM Qualification; Potential Manager - Level 3 Award in Leadership & Management CM1 - Level 4 Certificate in Leadership & Management

Testimonials The Chivas Management Development Programmes have been on offer since 2009. So far, 228 of our

colleagues have graduated and successfully achieved a leadership qualification. Here is a sample of what previous candidates thought about the programmes:

Cheryl Low – Finance, Paisley:

“This course helped me think not only about how to develop myself but also my team and how to work better together to get the best out of people. Also, on the course I got to work with a group of people that in my daily job I would never cross paths with which gave me an insight to their area of the business and helped my business knowledge grow. Lastly, there is no better feeling than putting the work in for 10 months then rounding it off with recognition from exec members and a management qualification.”

Donald Murie – Customer Service, Paisley:

“I learned a lot about different theories / concepts / transferrable skills relating to management and have been able to apply these in my day-to-day work life. Also just as importantly it’s a great opportunity to meet and befriend people from different departments. It allows you to see how these other departments operate, as well as gain better insight as to how CBL operates as a whole.”

Testimonials

Alex Robertson – Marketing, NOPS/Paisley:

“CM1 proved of enormous benefit in my role and to my career.

The lessons learned can be implemented immediately to further motivate, develop and drive high performing teams. I am using the tools learned over the year each and every day.

The course is invaluable and delivered with the conviviality for which our business is famed!”

David Thomson – MIS, Paisley

“The Potential Managers & CM1 programmes offer an excellent introduction and deep dive into the world of management and leadership. The employee development team help to bring the subject matter to life through a series of fun, informative presentations and activities. I especially enjoyed meeting employees from a broad range of functional areas in the company and I particularly value the contacts and relationships that were formed with the other delegates through our shared experience. “

As mentioned in the introduction, the Management Development Programmes are made up of two main parts; • Training Modules • Work-based assignments Delegates are required to attend training modules which provide theories, skills transfer and discussion points. Delegates are then given time to apply the learning gained from the training modules within their working environment, reviewing what they used to do and trying out new approaches. This application is then assessed through completion of formal assignments. Delegates must achieve a “Pass” in each assignment in order to achieve the overall qualification. The work-based assignments will consist of some of the following elements; • Completion of e-learning modules

Assessment of Programmes - Overview

• Presentations • Questionnaires • Written reports

Delegates will need to be organised and plan time to complete assignments. It is their responsibility to ensure they complete assignment work as required and by agreed deadlines. Time required “off-the-job” should be discussed and agreed with their Line Manager in order to accommodate these with business needs. Delegates may be required to complete some of the work on their own time. Submission dates for all assignments are provided to delegates at the beginning of the programme.

If a delegate submits an assignment which does not meet the ILM criteria, they will be given the opportunity to update and resubmit. This will only be permitted a limited number of times; generally no more than three submissions will be permitted.

Once all training modules have been completed and the submitted assignments have achieved a “pass”, delegates will then be required to deliver a presentation detailing their learning from the programme, how they have implemented their learning and an overview of the personal and business benefits gained from the programme.

Delegates will be asked to deliver their presentation to their fellow delegates, their Line Manager and members of the Executive Committee at a “Graduation Ceremony”.

Following the “Graduation” successful delegates will be issued with their ILM qualification.

By delegates; • Delegates must receive an introduction to the programme from their manager • They are required to actively participate in each training session • Delegates should not make annual leave arrangements which coincide with training dates, after they have been confirmed onto a programme • They are required to complete all elements of course work – training days & work based-assignments by the agreed deadlines • They are required to agree with their Manager on-the-job time available for course work • They are required to complete some assignment work on their own time • They are required to prepare and deliver a presentation during the Graduation Ceremony

Commitment Required

By Line Managers/Team Leaders of candidates; • Managers must discuss the programme with candidates by way of an introduction • By nominating a member of their team they are confirming they have already discussed this with the potential candidate • They are required to complete a post-course review with the candidate following each training module • They are required to ensure, where possible, the employee’s availability for training dates • They are required to familiarise themselves with the relevant programme • They are required to agree off-the-job time available for completion of course work with the candidate • They are required to provide relevant support, knowledge and guidance to aid completion of the programme and attainment of the qualification • They are required to attend the Graduation Ceremony

Commitment Required

Nomination Process

Nominations should be e-mailed to the Employee Development mailbox by Friday 16 th November 2018. Employee.development@pernod-ricard.com

NOMINATIONS

It is our intention to communicate the outcome to candidates by Friday 30th November 2018.

NOW OPEN !

POTENTIAL MANAGERS PROGRAMME DETAILS

Assessment of Programmes

Units Covered

Delegate criteria

Training Dates

Suitable delegates for the Potential Manager programme;

• They are not currently practising managers or team leaders • They may have expressed a desire for future career development which would require knowledge of how to manage others • They may currently be in a seconded role and have never received any formal management development • They may have a good level of technical expertise and demonstrated a willingness for development • They may have deputised for their own manager and demonstrated an aptitude for this role • They may have had a management role in the past and have expressed an interest to take on this role again in the future • They have demonstrated an ability to make decisions

Delegate criteria - Potential Manager

• They like to take on additional responsibilities • They have some knowledge & understanding of specific requirements of customers or suppliers • They have demonstrated an ability to work well on their own initiative & as part of a team • They have demonstrated they are reliable and consistently go the extra mile to achieve objectives • Have expressed a desire and willingness to undertake development The delegate criteria above aims to provide guidance as to an individual’s suitability for the PM programme. The list is not exhaustive and candidates may not meet every one of the items. As part of the nomination process, further clarity may be sought from Employee Development and/or HR Manager.

Delegate criteria contd.

Potential Managers – Units Covered

Understanding Leadership

To develop a knowledge and understanding of leadership as required by a potential manager

Indicative content:

The qualities of leadership

•

The leader – roles and responsibilities

•

• Differences and similarities between leadership and management, and the need for each of them • Range of at least three leadership models (such as trait, contingency, situational, distributive, servant oblique leader, transactional/transformational) and their significance for task performance, culture and relationships • Leadership behaviours and the sources of power • Identification, development and appropriate choice of personal leadership styles and behaviours • The role of trust and respect in effective team leadership

Potential Manager Programme

Mark Pearson from Finance in Paisley:

‘I thought the Active Leadership session was tremendous. I really liked the fact that we got to be involved in influencing how the workplace scenario played out. I felt as if we were the directors of a tv programme.’

Marie Thomson from Glen Keith TC, NOPS:

‘I really enjoyed the social aspect of the course, meeting people from across the business that I would not normally have been in contact with.

The course content was very useful in my everyday job, the biggest take away from me was how my personality can impact others and how I need to understand how others in the group differ from me. This is helpful in all aspects of my job, particularly in developing better team dynamics.

Potential Managers – Units Covered

Understand how to establish an effective team

To develop knowledge and understanding of establishing effective teams as required by a potential manager

Indicative content:

• The nature of formal and informal working relationships • Role of open communications and the need to keep people informed, in creating effective working relationships • Range of internal and external contacts • Differences between people, and the effects on relationship building • Differences in organisational culture, and the effects on relationship building at work • Social skills appropriate to the workplace • Range of behaviours which develop, maintain and destroy trust at work • The importance of maintaining confidentiality in the workplace • Characteristics of groups and teams – the differences, examples within the workplace • Tuckman’s theory of group formation • How to identify team roles (e.g. Belbin) and the uses and implications for managers • Building a balanced team to achieve objectives

Potential Managers – Units Covered

Understanding how to motivate to improve performance

To develop knowledge and understanding of motivation by a potential manager

Indicative content:

• Basic theories of motivation and their application to teams and individuals • Overview of the factors influencing behaviour at work • Styles and patterns of behaviour at work • Range of techniques to motivate individuals and monitor performance • Positive approaches to offset negative attitudes in the workplace • Employee engagement policies and practice

Potential Managers – Units Covered

Planning and allocating work

To develop knowledge and understanding of planning and allocating work as required by a potential line manager

Indicative content:

The role and purpose of objectives and targets

•

Links between organisational and team objectives

•

Setting SMART work targets Performance measurement

•

• Planning techniques appropriate to small scale planning e.g. action planning, • task/work/production schedules, timetables, rotas etc • Monitoring and control techniques and records • Effective methods of communication to give instructions • Types of quality standards and their purpose • Methods to monitor actual performance against production targets and time-scales, • and identify variances • Ways to ensure team members understand monitoring systems • Recording outputs and variances • Techniques for identifying causes of underperformance • Corrective and remedial actions for underperformance

Potential Managers – Units Covered

Giving briefings and making presentations

To develop knowledge and understanding of giving briefings and delivering presentations as required by a potential manager

Indicative content:

Selection of relevant information content

•

• How to plan and prepare effectively for briefings (account for Purpose; Audience; Content; Form) • The value of various methods of data presentation – tables, graphs, charts, diagrams • Prepare visual aids to support briefing or presentation • Formal and informal presentation skills including platform techniques and visual aids • Use of feedback to check understanding • How to evaluate briefings/presentations

Potential Managers – Units Covered

Solving problems & making decisions

To develop knowledge and understanding of solving problems and making decisions as required by a potential manager

Indicative content: • Ways to recognise, define, investigate and analyse problems • Objective setting in relation to problem • Brainstorming, problem solving and creative thinking techniques • How to calculate and use simple averages and basic summary statistics • How to prepare and use grouped data and tables • Interpretation of charts and diagrams • Methods of indexing, referencing and structuring qualitative information • How to evaluate options • The importance of adequate and relevant information for effective decision-making • Decision making techniques • The use of simple planning techniques- action plans, Gantt charts • Effective presentation of a case – i.e. providing facts and evidence, not just opinion • Monitoring and review techniques to evaluate outcomes of problem solving activities

Potential Managers – Units Covered

Contributing to innovation and creativity in the workplace

To develop knowledge and understanding of contributing to innovation in the workplace as required by a potential manager

Indicative content: • A clear and applicable definition of organisational innovation. • A list of recent innovations within their workplace • Examples of different types of innovation, e.g. Service innovation, Product innovation, Process innovation • Examples of applications of innovation within an organisation • Examples of current and ongoing changes in the world around us resulting from innovation • Drivers that promote and encourage innovation • Identify the conditions under which innovation can most favourably occur • Use of creative thinking techniques, e.g. Brainstorming, Random Word, Six Hats, Assumption Reversal • Use of SWOT analysis, or other process, to evaluate an innovative solution • Criteria for successful innovation • Recent list of examples of organisations that have innovated successfully and those that have failed to innovate, demonstrating the implications of not innovating or doing it badly • Understanding of different approaches from concept of an idea through development to implementation and evaluation • Measuring the success of innovation

Potential Managers – Units Covered

Understanding the Communication process and how to Influence in the workplace

To develop knowledge and understanding of the communication process and influencing skills as required by a potential line manager

Indicative content:

• Using the Greenline process, understand the importance of effective communication at work and the effects of poor communication • The stages in communication: sender -encoding – transmission – decoding - receiver • Possible barriers to communication and methods to overcome them • Ways to ensure effective communication in the workplace • Different types of communication including oral, written, visual, and electronic and their relative advantages and disadvantages • Active listening skills • Significance of non-verbal communication and body language • Techniques of face-to-face and indirect communication, and when each is appropriate • How to use feedback to check effectiveness of communication • How to assess and develop own communication skills through feedback and reflection • Understand your key relationships and techniques for influencing • A recognised influence model to help plan your interactions • Recognised theory of influencing styles

Potential Managers – Units Covered

Understanding training and coaching in the workplace

To develop knowledge and understanding of training and coaching as required by a practising or potential first line manager

Indicative content:

• Identifying when training is an appropriate method to address a development need • Training techniques appropriate to the workplace situation • Range of learning styles and their implications for training design • Relevant feedback techniques • Methods to evaluate effectiveness of training • Appropriate recording systems • Supervised practice or simulation to develop the ability to apply knowledge and skills • Identifying when coaching is an appropriate method to address a development need • Coaching techniques as appropriate to the workplace situation • Role of feedback in coaching • Methods to evaluate effectiveness of coaching • Supervised practice or simulation to develop the ability to apply knowledge and skills

As per the guidelines on assessment of programmes provided on page 12, candidates on the Potential Manager Programme will be required to complete and submit assignments following specific training modules.

Assessment of Programmes -

All of the assignments are work-based and provide delegates with the opportunity to apply what they have learned. Delegates on the Potential Manager programme may not have the opportunity to apply all of their new skills in their day-to-day job as they may not currently manage others. The assignments will take this into consideration. Delegates may be asked to seek opportunities and identify their own ways to apply techniques (e.g. deputise for their Manager). Where this is not possible they may be asked to provide theoretical understanding of training modules (e.g. submit an example of what they would do in given circumstances).

Potential Manager

Assessment of Programmes - Potential Manager

Delegates will be required to complete assignments on the following topics;

• Solving Problems and Making Decisions • Giving Briefings and Making Presentations • Understanding Leadership • Understanding how to Motivate to Improve Performance

For the Solving Problems and Making Decisions assignment, delegates are required to identify a current problem in the business. This will be a live project which they should progress through the duration of the programme.

By the end of the programme it is expected that the solutions should be implemented or in the process of implementation.

Training Dates – Potential Manager

Day

Date

1 2 3 4 5 6 7 8 9

16 January 2019 17 January 2019 27 February 2019 28 February 2019

24 April 2019 25 April 2019 12 June 2019 13 June 2019

Candidates will be advised of the specific units covered during each session and location of training, prior to commencement of the Programme.

4 September 2019 5 September 2019

Graduation

10 October 2019

CHIVAS MANAGER 1 PROGRAMME DETAILS

Assessment of Programmes

Units Covered

Delegate criteria

Training Dates

Suitable delegates for the Chivas Manager 1 programme;

• Are practising managers/team leaders who engage extensively in managerial tasks • They have direct reports • They may have been in a management role for some time, but may not have received any formal development training • They may have a good level of technical expertise for their role, but require some development in the management of others • They may have recently been promoted to a management role • They may have expressed a desire for future career development which would require greater expertise in management • They are required to make decisions which have some resource implications

Delegate criteria – Chivas Manager 1

• They have to initiate actions in relation to the employment of others • They plan work looking several weeks or months ahead • They have knowledge & understanding of specific requirements of customers or suppliers • They are able to make subjective judgements • They understand the relationships between people working together

Delegate criteria contd.

• They have responsibility for developing others • They are eager and willing for development

The delegate criteria above aims to provide guidance as to an individual’s suitability for the CM1 programme. The list is not exhaustive and candidates may not meet every one of the items.

As part of the nomination process, further clarity may be sought from Employee Development and/or their HR Manager.

CM1 Programme – Units Covered

Developing people in the workplace

To be able to plan the personal development of individuals in the workplace

Indicative content:

• Examining the expectations and requirements of people • Determining groups and individuals for whom the manager has responsibility • Diversity in the workplace • Understanding the causes of conflict in the organisation • Promotion of work/life balance • Administering people in accordance with guidelines and career pathways • Being aware of and understanding organisational policies (diversity, substance and alcohol abuse etc) • Understanding the variety of documentation required to manage people • Managing career development of people • Support structures within the organisation • Techniques for managing interpersonal conflict • Techniques for supervision and formal appraisal • Methods of ensuring fair and objective assessment/appraisal • Methods to monitor, evaluate and record individual feedback • Reporting performance appraisal including the importance of confidentiality • Learning styles and the range of training/development opportunities available • Mechanisms to provide appropriate feedback to individuals • Career development strategies • Appropriate recording systems

Chivas Manager 1 Programme

Rikki Scott from Aberlour Visitor Centre:

‘It is a great opportunity to hear about other aspects of the business from the other participants on the course. I thought the 360 degree feedback was a great way to evaluate yourself and improve on certain areas.’

Andy Muir – Engineering, Kilmalid:

“The CM1 course is a must for anyone looking to further develop their management skills. There is a wide range of topics covering a variety of tools and techniques that can be implemented immediately into your daily role to make an effective, measurable difference to the team around you. The ED team are excellent, as always, in their support as well their delivery of the course. It was also a fantastic platform to meet and network with others from all areas of the business to share ideas and experiences.”

CM1 Programme – Units Covered

Motivating people in the workplace

To be able to examine how levels of motivation can be improved to increase performance in the workplace.

Indicative content:

• Theories of motivation, including ‘Content’ and ‘Process’ theories, and their application to teams and individuals • Factors that affect performance and motivation (individual differences/needs, manager behaviour, the job and organisational context etc) • Assumptions about human behaviour and the limitations of traditional theories of motivation • Case studies and research evidence on using motivation theory in the workplace • Styles and patterns of behaviour at work • Individual motivation and team motivation and potential conflicts between the two • Incentive systems and the impact on performance • Theories of motivation and their application to teams and individuals • Understanding how individuals and teams are motivated • Tools and techniques for the identification of different motivational needs • Range of techniques to motivate individuals and monitor performance • Positive approaches to offset negative attitudes in the workplace • Measures for evaluating performance such as productivity, quality, cost, time

CM1 Programme – Units Covered

Understanding Coaching and Training in the workplace

To develop knowledge and understanding of effective coaching and training techniques

Indicative content:

• Identifying when training is an appropriate method to address a development need • Training techniques appropriate to the workplace situation • Range of learning styles and their implications for training design • Relevant feedback techniques • Methods to evaluate effectiveness of training • Appropriate recording systems • Identifying when coaching is an appropriate method to address a development need • Coaching techniques as appropriate to the workplace situation • Role of feedback in coaching / Methods to evaluate effectiveness of coaching

CM1 Programme – Units Covered

Understanding the Management Role to improve management performance

To be able to demonstrate understanding of the middle management role and plan your own development

Indicative content:

• The nature and purpose of organisations, including mission and value statements, Stakeholders and their objectives • Levels of management and associated roles and responsibilities within organisation • Profile and job functions of middle managers • Formal and informal organisational relationships • The management task, including planning, organising, motivating and controlling; Range of management styles • Differences between management and leadership • The importance of organisational goals and objectives • Organisational objectives as specific and measurable steps towards achieving a larger goal • Aligning middle management responsibilities to organisational goals and objectives • Range of human behaviours, cultural and individual differences, verbal (esp. questioning & active listening skills) & non-verbal communication interact to affect understanding, and their effect on communication in the workplace • Methods/procedures to overcome particular communication challenges (eg those with learning difficulties, hearing impaired, visually impaired, foreign languages, etc) • Importance of feedback skills to facilitate communication and workplace relationships • Personal style & approach; image & presentation; non-verbal communication; social skills applicable to workplace • Respect for others; balance between trust and control • Attitudes to knowledge management and sharing of information • Personal management styles and their effects on situations and individuals • Personal development planning • Using self-assessment, feedback, and 360 feedback to assess own knowledge, skills and behaviour • Formal & informal personal development methods, internal & external training & development, ‘traditional’ learning & e-learning

CM1 Programme – Units Covered

Planning change in the workplace

To enable candidates to examine effective methods for planning and implementing change in the workplace.

Indicative content:

Organisational SWOT analysis

•

The principles of change management

•

Methods of planning for change

•

• Use of Gantt charts, network planning as tools for planning change • Identification of human and financial factors in the consideration of change • The importance of communication and involving people to facilitate effective change • Behaviours associated with change • Change sponsors and champions • The importance of communication • Supporting others through change • Reviewing business change processes

CM1 Programme – Units Covered

Solving problems and making decisions

To enable candidates to make effective decisions to solve problems in the workplace

Indicative content:

• Ways to recognise, define, investigate and analyse problems • Objective setting in relation to problem • Brainstorming, problem solving and creative thinking techniques • Difference between data and information • How to calculate and use simple averages and basic summary statistics • How to prepare and use grouped data and tables • Interpretation of charts and diagrams • Methods of indexing, referencing and structuring qualitative information • How to evaluate options • The importance of adequate and relevant information for effective decision-making • Identification of what information is relevant to specific decisions • Decision making techniques • The use of simple planning techniques- action plans, Gantt charts • Effective presentation of a case – i.e. providing facts and evidence, not just opinion • Monitoring and review techniques to evaluate outcomes of problem solving activities

CM1 Programme – Units Covered

Giving briefings and making presentations

To develop knowledge and understanding of giving briefings and delivering presentations

Indicative content:

Selection of relevant information content

•

CM1 Programme – Units Covered

Understanding Marketing for Managers (Base Camp)

To develop knowledge and understanding of marketing principles and techniques

Indicative content:

• Pernod Ricard marketing course developed and delivered by CBL Marketing team. • Understand and be inspired by the Pernod Ricard way of building Passion Brands • Clarify a common Marketing language • Move forward together as ‘Brand Builders’ in Pernod Ricard • Understand the tools used to build Brand compass • Understand the annual Planning process to build brand experience • Use of Activation plans to bring brands to life.

Chivas Manager 1 Programme

Karen McGillivray from Finance in NOPS:

‘A great insight into the marketing background. This was extremely useful and a great insight and very relevant.’

CM1 Programme – Units Covered

Understanding Strategy & Development

To develop knowledge and understanding of Strategy and Development within CBL

Indicative content:

Understand the role of the Strategy team at CBL

•

Understand the tools used by the team

•

What information is collected and why its useful

•

Understand the Key stakeholders

•

CM1 Programme – Units Covered

Contributing to creativity in the workplace

To develop knowledge and understanding of contributing to creativity in the workplace

Indicative content:

Discover how everyone can be creative

•

Understand the building blocks of creativity

•

• Discover your creative ID using Creative Creatures tool. • To agree how you can apply this learning to be more creatively productive in the workplace.

CM1 Programme – Units Covered

Influencing with Impact & Presence

Improve self-awareness of how others experience you, to benefit your interactions and outcomes.

Indicative content:

Use of influencing models and tools

•

• Understanding of Trust and how it can help you Influence • Know what works for and against you when communicating; • Help influence with clients and colleagues more effectively; • Develop and enhance personal leadership skills; • Apply techniques explored in the workshop to real work situations.

As per the guidelines on assessment of programmes provided on page 12, candidates on the Chivas Manager 1 Programme will be required to complete and submit assignments following specific training modules. All of the assignments are work-based and provide delegates with the opportunity to apply what they have learned. Delegates will be required to complete assignments on the following topics; • Understanding the Management Role to improve performance • Developing People in the Workplace • Solving Problems and Making Decisions OR Planning Change in the Workplace • Giving briefings and making presentations • Motivating people in the workplace

Assessment of Programmes – Chivas Manager 1

Assessment of Programmes - Chivas Manager 1

For the Solving Problems and Making Decisions and Planning Change in the Workplace assignment, delegates are required to identify a current problem or current need for change in the business. This will be a live project which they should progress through the duration of the programme.

By the end of the programme it is expected that the solutions should be implemented or in the process of implementation.

Training Dates – Chivas Manager 1

Day

Date

1 2 3 4 5 6 7 8 9

12 February 2019 * 13 February 2019 * 14 February 2019 * 27 March 2019 * 28 March 2019 *

Candidates will be advised of the specific units covered during each session and location of training, prior to commencement of the Programme.

15 May 2019 16 May 2019 19 June 2019 20 June 2019

10 11 12 13

11 September 2019 12 September 2019 23 October 2019 24 October 2019

* - amended dates

Graduation

21 November 2019

Reminder….Nominations

Nominations should be e-mailed to the Employee Development mailbox by Friday 16 th November 2018. Employee.development@pernod-ricard.com If you would like any further information regarding these Programmes, please contact Linda Herkes or Margaret McCombe in the Employee Development team.

NOMINATIONS

NOW OPEN !

MANAGEMENT DEVELOPMENT PROGRAMMES 2019

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