Management Development Programmes 2020

MANAGEMENT DEVELOPMENT PROGRAMMES 2020

Version Control: V2 – 5/12/19 U pdated dates for Potential – June dates changed And CM1 – March dates changed.

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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

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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.

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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 Learning & Development Team.

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About the Programmes

The Learning and 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 2020;

• 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.

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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 in central Scotland, either at our new office in Glasgow or the Training Centre in Kilmalid. Some of the modules will also be complemented by some pre or post course reading. 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 Learning and Development Team by Friday 8 th November 2019.

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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

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Testimonials The Chivas Management Development Programmes have been on offer since 2009. So far, 270 of our

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

Raphaelle Vulliet - Brand Manager, Hammersmith

“I learned a lot through this training, not only about management but also about our business: it was a unique opportunity to find out more how other departments work, other functions and how each person’s job is vital to the company.”

Garry McIlveen – Bottling Line Leader, Kilmalid:

“You are provided with essential skills and information that help you greatly in your role. Its a welcome eye opener to improving as a potential manager. I learned about myself as a manager and I also learned a lot about my team.

Paolo Lizzeri, Production Graduate:

“The Potential Managers course is an interactive and engaging way to learn the basic skills needed to succeed as a manager. You will get help and guidance across a range of subjects from leadership styles and motivation through to presenting skills. If you are looking to progress your career to the next level, this course will help you get there”

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Testimonials

Lisa Glen - Distillery Operations Manager, NOPS:

“The CM1 course gives you a platform to not only develop your own skill set but the abilities to encourage your team to develop theirs. It

highlights your own personal drivers and in turn demonstrates how to use these to influence those around you. The course explains the importance of engaging your direct reports and how to break down the barriers faced with communication. By attending the course it should result in a positive attribute for yourself and for those you manage and lead.”

Ian Carmichael, Process Leader Engineering, Dalmuir:

“The CM1 Programme has been pivotal for my own development as a manager with my current role, also the training I received for the ongoing staff development and review, with the team I currently manage. The course was very well structured containing relevant content, I particularly enjoyed Developing People in the Workplace assignment which was very valuable, also gaining vocational qualification upon completion.”

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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

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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.

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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

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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

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Nomination Process

Nominations should be e-mailed to the Learning & Development mailbox by Friday 8 th November 2019. Employee.development@pernod-ricard.com

NOMINATIONS

It is our intention to communicate the outcome to candidates by Friday 22 nd November 2019.

NOW OPEN !

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POTENTIAL MANAGERS PROGRAMME DETAILS

Assessment of Programmes

Units Covered

Delegate criteria

Training Dates

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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

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• 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.

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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

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The leader – roles and responsibilities

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• 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

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Potential Manager Programme

Robert Vincent - Distillery Operations Technician, NOPS:

“I would highly recommend this course - you get to participate, learn new skills, make new friends and at the end it will give you an enormous sense of achievement.

I really enjoyed learning about the different styles of management and learning about my own personality. You will learn valuable management skills and the confidence to give presentations.”

Andy McCormick - Warehouse Operator Level 2 , Dalmuir:

‘I would encourage anyone to sign up to the programmes because you will learn and develop your own skills on how to become an effective leader. If anyone is serious on progressing though the company then it’s the best start you can have as the information provided will have an immediate and positive impact that you can take away and apply to your day to day job. What I liked was the networking with different people from across the business. What I got from the course is how to be a better communicator. Communication is in everything we do so to better understand as a leader how to be effective as it was a key learning for me.”

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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

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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

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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

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• 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

Garry McIlveen – Bottling Line Leader, Kilmalid:

“The presentation skills is what I was least looking forward to, as I am sure most will be. I can honestly tell you that this was my favourite module as the team not only put you at ease but give you the relevant skills to comfortably get up and speak confidently in a group.”

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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

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Links between organisational and team objectives

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Setting SMART work targets Performance measurement

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• 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 • Techniques for identifying causes of underperformance • Corrective and remedial actions for underperformance

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Potential Manager Programme

Scott McDonagh - Customer Service, Kilmalid:

‘I would encourage people to sign up to the course as it provides you with new tools which can be applied in the work place every day. The problem solving and communication modules were particularly enjoyable and insightful as it provided me with the knowledge on how to correctly approach problems (PDCA) and good techniques on problem solving (5W2H, charts, etc)”

Andy McCormick - Warehouse Operator Level 2 , Dalmuir:

‘What I liked was the networking with different people from across the business. What I got from the course is how to be a better communicator. Communication is in everything we do so to better understand as a leader how to be effective as it was a key learning for me.”

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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

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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

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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

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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

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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

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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.

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Training Dates – Potential Manager

Day

Date

1 2 3 4 5 6 7 8 9

15 January 2020 16 January 2020 4 March 2020 5 March 2020 22 April 2020 23 April 2020 19 May 2020 * 20 May 2020 * 2 September 2020 3 September 2020

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

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Graduation

29 October 2020

*amended dates

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CHIVAS MANAGER 1 PROGRAMME DETAILS

Assessment of Programmes

Units Covered

Delegate criteria

Training Dates

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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

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• 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.

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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

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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

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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

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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 • 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

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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

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The principles of change management

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Methods of planning for change

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• 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

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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

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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

•

• 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

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CM1 Programme – Units Covered

Understanding Marketing for Managers

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.

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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

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Understand the tools used by the team

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What information is collected and why its useful

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Understand the Key stakeholders

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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

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Understand the building blocks of creativity

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

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Chivas Manager 1 Programme

Astrid Casali – Senior Brand Manager, Marketing

“CM1 helped me to further develop my skills and become a stronger marketeer, and at the same time it gave me the opportunity to meet new people who work in different functions with different background and point of view. The module I enjoyed the most was “influencing with impact & presence”, an interactive session delivered by an actor, which gave me the opportunity to experience in real life different ways of interacting with others and the consequent impact in term of outcomes.”

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CM1 Programme – Units Covered

Influencing with Impact & Presence

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

Indicative content:

• Explore how you are perceived by other people. • How you deliver a message or communication can have a huge impact on the outcome/result. • What are the things stopping you from being the best communicator you can be? • Through a series of toolkits, exercises, rehearsals and feedback find out what works for you (and what gets in the way) when you are communicating with a variety of audiences. • Develop strategies to help you handle yourself and your audience confidently and professionally in all the situations you’ll be in.

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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

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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.

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Training Dates – Chivas Manager 1

Day

Date

28 January 2020 29 January 2020 30 January 2020 25 March 2020 * 26 March 2020 *

1 2 3 4 5 6 7 8 9

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

29 April 2020 30 April 2020 17 June 2020 18 June 2020

9 September 2020 10 September 2020 21 October 2020 22 October 2020

10 11 12 13

*amended dates

Graduation

26 November 2020

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Reminder….Nominations

Nominations should be e-mailed to the Learning & Development mailbox by Friday 8 th November 2019. Employee.development@pernod-ricard.com If you would like any further information regarding these Programmes, please contact Linda Herkes or Margaret McCombe in the Learning & Development team.

NOMINATIONS

NOW OPEN !

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MANAGEMENT DEVELOPMENT PROGRAMMES 2020