All our activities are based on the belief that efficiency is the most important thing in any organisation. Doing the right things in the right way brings companies and people closer to perfect performance and achieving desired results.
Advisory programs are aimed at proposing specific solutions for previously diagnosed development areas. An efficient organisation is the basic condition of being an effective and competitive company. At each stage of our activities, we conduct a dialogue with the Client, so that the proposed solutions are tailored to his expectations and needs. During the implementation of the solution, we adjust the tools, methods and measures to achieve lasting changes that increase the effectiveness of the company.
Update of job descriptions
A job description fulfills the role of a formal document assigning a specific scope of tasks, responsibilities and entitlements to each position. The aim of the update is to adjust the positions and related competences to the current needs of the company.
Valuation of workstations
Job valuation is based on the valuation of work performed at individual positions in the organisation. The purpose of valuation is to determine the complexity of work on individual positions expressed in a specific value, which is a derivative of the position assessment through the prism of the adopted valuation criteria.
Modelling of organisational structures
The organisational structure is an arrangement of mutual dependencies between cells and positions. Modelling of the organisational structure is usually the result of an organisational audit and a derivative of the process mapping. The main goal of modelling the organisational structure is its effective adaptation to the specificity of the organisation.
Introduction of incentive systems
An incentive system is understood as an organised collection of motivating tools and motivational factors connected with each other and forming a whole, aimed at creating conditions and encouraging employees to organisational behaviours that are functional to the company’s goals. The introduction of the organised incentive system contributes to the increase of the company’s efficiency.
Introduction of assessment systems
The program involves creating changes in the culture of the organisation associated with specific, company-relevant values. Values should be part of a vision and mission that is important for both the company and the individual employee. The goal of the program is to develop action standards for all employees of the company participating in the change.
Implementing task management systems
We offer preparing managers for effective management through objectives. Management through objectives is a comprehensive management technique in the organisation. It is an effective tool for planning, organizing and undertaking activities, whose skilful application results in increased efficiency throughout the organisation.
We support the development of human capital through the execution of programs in the implementation of comprehensive competence management systems. Competence management is a modern method of running a personnel policy in a company. Depending on the selected competences, appropriate HR activities are assigned to them. The aim of competency management is first of all to achieve a high level of efficiency and competitiveness by preparing employees for current and future changes, and increasing the level of employee satisfaction and their position on the market.
Organisational and individual surveys are an effective way of obtaining information about the current situation inside the company, processes and internal mechanisms as well as employees employed in it. It allows to make accurate decisions based on reliable knowledge and awareness of specific facts. Knowing objectified information about the organisation as a whole and its individual elements up to the individual level, allows to use its potential more effectively by making better decisions. Knowledge derived from the results allows to overcome problems that have already occurred, and in the future – to prevent them through proactive management.
Business coaching as a method of competence development, in particular of the management staff, covers a wide range of issues related to effective functioning in the organisation. Its purpose is to support the client in the process of carrying out specific tasks related to functioning in a specific business space. The success of the coaching process is not only determined by the right choice of purpose; what counts is whether its achievement will have a broader business dimension.
The phenomenon of burnout is inseparable from occupational stress. Currently, its intensity is mainly caused by a significant increase in the pace and work requirements. Because occupational burnout is usually accompanied by the lack of an effective strategy to deal with difficult situations, it results in a significant drop in efficiency. Employees experiencing burnout are less productive and less effective, do not fully fulfil their tasks, do not achieve the goals set before them, start to exhibit behaviours that have a negative impact on the work atmosphere. The level of creativity, responsibility for results, unwillingness to change decreases, and the number of conflicts and counter-productive behaviours increases.
An effective communication is the transmission of information, with the benefit and understanding for all its participants. The ability to communicate effectively contributes to greater pro-activity and increased employee confidence in the leader and the company, and as a result, greater efficiency in implementing organisational changes. Good communication is crucial in preventing hostility and maintaining passive attitudes towards change.
Individual survey is intended for those who want to increase awareness of their own potential and know their limitations. Obtained knowledge is aimed at recognizing the participant’s style of functioning in the organisation, help in understanding and providing tips that will help find the right path of development.
The participant will receive feedback during an encounter with an experienced coach who will interpret the results, see the talents and identify areas for development, and better understand the pros and cons of the current style of functioning.
Trainings are of a workshop nature, which means that we use forms of teaching such as: demonstrating and modelling skills, simulation games, activities modifying the attitudes of participants. During the course, participants have the opportunity to work in smaller groups, which promotes concentration, discussion and consultation. The training programs offered not only develop skills, but also suggest specific solutions for the problems discussed. Interactive character and experiencing specific situations reinforce the learning effect. After 3 months, participants remember about 75% of the content taught.
Examples of training modules
Organisational leadership context : organisational culture, psychological climate, business relations.
Leadership: sources of leadership – sources of power, types of power at the managers’ disposal, leadership skills.
The scope of the leader’s activity : the ability to set goals for implementation, inspiring the vision, modelling the way of working.
Management styles: the role of authority, the art of building relationships, the leader’s charisma, various types of leadership.
The role of the leader in the organisation: active introduction of changes, introduction of mentoring principles, support and development of employees.
Philosophy of teamwork: stages of team formation, building team effectiveness on various work methods.
Teamwork dynamics: rules of two- and multi-person relationships, group processes, dealing with difficulties.
Team building: team goal, defining roles in the team, recruitment of individual members, the role of the manager in team building.
Team management: choice of management style in relation to the goal, type of tasks and competences, delegation of authority.
Impact of beliefs on decision making: impact of beliefs on decision-making and problem solving, analysis of own system of values and beliefs
Personal characteristics and decision-making style: diagnosis of individual patterns determining decision-making, discovering individual decision strategies
Personal problem solving model: rational and multi-themed situation and problem analysis, defining objectives, determining available options, risk assessment of options.
Analysis of the most common mistakes in making decisions: mistakes in causal problem solving and decision-making, individual assessment of the decision-making process.
Motivating the team
Motivation in the organisation: the incentive system and the structure of the organisation, the components of an effective incentive system, problems hindering the functioning of the incentive system and their solving, linking the incentive system with other management systems.
Psychological basis of motivation: understanding personal human interests and the possibility of influencing his behaviour, group processes influencing the individual and team level of motivation, manager’s behaviour leading to passivity and discouragement of employees.
Motivating employees: conditions that determine the motivational value of a management style, the use of personal skills and available tools for motivation, determinants of employee motivation, the use of motivation theory in practice, barriers to the non-material motivation process
Defining competencies: defining the scope of skills, knowledge and attitudes that are crucial for the quality of tasks performed, creating competency profiles.
Competence development: methods of supporting employees in professional development, organisation of an effective system of learning specific skills, exchange of knowledge and knowledge management.
Competence assessment: assessment of employees in terms of development potential, possessed knowledge and skills, use of competences in the process of comprehensive employee management: career paths, successions, talent development.
Change in the organisation management: levels and types of changes in the organisation, factors stimulating changes in the company, elements of the change process, changes and the efficiency of the organisation.
Methodology of change: development of the process of change at the task level and the goal level, change as a process, building a change culture, creating an internal market for change, an effective and reliable information flow system, ways of functioning of information channels.
Change and the organisational climate: factors affecting the perception of the organisational climate: work atmosphere, relationships and dependencies in the company; objective features of the organisation and behaviour of employees: diagnosis of various aspects of the company’s operations in change, building a culture that promotes change.
Managing the change process: tasks and challenges facing the management staff, the role and competence of the manager in the process of change, the ability to define areas that are subject to change, visionary leadership.
Health of an effective manager
Structure and mechanisms of stress formation: stress physiology and psychology, stress response phases, personality and temperamental predispositions and resistance to stress, sources of stress.
Impact of stress on interpersonal relationships: conflicts of various backgrounds, standards of interpersonal communication; elements of assertiveness; submissive and aggressive behaviour, ill-conceived assertiveness; personality factors and resistance to stress.
Stress and management of emotions: recognition of emotions and analysis of attitudes and emotions in various life situations; the influence of emotional intelligence on a better understanding of yourself and other people; empathy and emotional self-control, the ability to deal with negative emotions.
Anti-stress prevention: male and female stress; age and experience vs. stress level, elements of anti-stress prevention; three levels of anti-stress strategies: elimination of factors causing stress, building resistance to stress, current control of stress.
Effective internal communication
Internal communication as a business management tool: effective communication strategy, organisation of the internal communication system, content and directions of communication, management responsibility, selected internal communication tools.
Improving management communication as the basis for effective internal communication: self-presentation, conducting assemblies and meetings, internal communication as a method of non-financial motivating of subordinates
Creativity and innovation
The need for creative thinking: identification of mechanisms leading to mental stereotypes, theoretical and practical aspects of creative thinking, information vs. perception and creativity, sources of creative thinking.
Decision-making processes: decision-making stages, organisation of the decision-making process, making decisions in conditions of uncertainty, methods of making decisions, typical mistakes in making personal and professional decisions, iron rules for making effective decisions.
Problem solving: classification of problems in the organisation, proper formulation of the problem, creating solution concepts, problem solving styles, conditions determining the effectiveness of solutions, evaluation and choice of solution.
Creative work in a group: conditions for the creative work of the team, behaviours supporting and destroying creativity, group work principles, conditions determining the effectiveness of the problem solving method, using creativity.
Creative techniques: creating the concept of problem solving, heuristic techniques, techniques of concentration of attention, techniques of widening the field of observation, lateral thinking – the idea of lateral thinking, techniques and tools of lateral thinking.
Assumptions of the effectiveness of coaching: translation of the company’s mission and strategy into the operational and disposable level, defining what effects the company expects and when, analysing the potential of people in managerial positions, working out the assumptions for the effective operation of managers as part of increasing management effectiveness through coaching.
Introduction of the coaching program: discussion of the optimal plan for implementing the assumptions – considering the benefits and threats for different coaching program variants, discussing the project’s bottlenecks and preparing effective methods of solving them, defining the characteristics and skills needed by a person acting as a coach, defining a profile of new competences and skills as a manager – coach.
Coaching as a process of improving the functioning of employees: a manager as an ally, interpersonal communication and coaching, the need and stages of a coaching conversation, building trust and supporting subordinates, adjusting activities to the subordinate style – changing values at work.
Employees are the most important asset of every company. Building a competitive advantage and thus organisational success must be supported by effective management of the development of employees employed in it.
We offer the opportunity to improve your employees’ qualifications as part of funding from the National Training Fund (Krajowy Fundusz Szkoleniowy – KFS).
Any employer employing at least 1 person can benefit from the financing of the KFS fund. Micro-enterprises (up to 10 employees) can obtain 100% financing, while small and medium-sized enterprises (from 10 to 250 employees) up to 80% of the costs of the planned training.
Our open trainings are of a workshop nature, which means that we use such forms of teaching as, for example, demonstrating, skills modelling, simulation games. During the course, participants have the opportunity to work in smaller groups, which promotes concentration, discussion and consultation. The training programs offered not only develop skills, but also suggest specific solutions for the problems discussed.