<h4>Overview</h4>
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							</p><p>Learn how to deal with conflict more effectively through one of our training courses and you can save people a lot of time, money, stress, and distraction. We offer a range of market-leading mediation training courses: from half-day to five-day programmes, covering all areas of mediation.  This includes workplace mediation, neighbourhood and family conflict, bullying and harassment, and commercial disputes.</p>
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GBA Corporate

Mediation

Effective Mediation Skills

Online

On Site

Harpenden

<p>No workplace investigation is easy, but those involving allegations of sexual harassment have the potential to be particularly difficult.</p>
<p>This one-day workshop is designed specifically to build on participants' existing investigative knowledge and skills in order to enable them to investigate allegations of sexual harassment appropriately.</p>
<p>The skills and processes learnt will ensure that participants are able to carry out robust investigations in line with both best practice and the law. Your organisation's policies and procedures will be referred to throughout the workshop as appropriate.</p><ul><li>HAVE A MUCH CLEARER IDEA AS TO WHAT CONSTITUTES SEXUAL HARASSMENT</li><li>APPRECIATE THE DIFFERENT FACTORS THAT MAY COMPLICATE THE SITUATION</li><li>UNDERSTAND THE LEGAL PROTECTION SPECIFIC TO SEXUAL HARASSMENT</li><li>RECOGNISE THE DIFFERENCES BETWEEN INVESTIGATIONS INTO SEXUAL HARASSMENT AND OTHER WORKPLACE INVESTIGATIONS</li><li>DEAL BETTER WITH CHALLENGING SITUATIONS, EMOTION AND DISTRESS</li><li>KNOW HOW TO ACCESS APPROPRIATE SUPPORT AND RESOURCES</li><li>BE ABLE TO MAKE APPROPRIATE RECOMMENDATIONS</li></ul><section>
                    <h3>1. Introduction</h3><ul><li>Workshop objectives and benefits from attending</li><li>Participants' experience and confidence in this area</li><li>Introductions and personal objectives</li></ul><h3>2. The context</h3><ul><li>Sexual harassment in the spotlight</li><li>Implications and risk for workplaces - the need to manage complaints robustly and take a preventative approach</li></ul><h3>3. Is this sexual harassment?</h3><ul><li>Quiz / scenarios</li><li>Differences in individual perception</li><li>Confusion in workplaces as to what constitutes sexual harassment</li><li>Factors which may affect an investigation</li></ul><h3>4. Defining sexual harassment and bullying</h3><ul><li>Group exercise</li><li>Definitions in law</li><li>Behaviours that constitute sexual harassment and bullying</li><li>Using your organisation's policies</li></ul><h3>5. Legal protection</h3><ul><li>Protection in law: employment and criminal matters</li><li>Duty of care</li><li>Equality Act 2010</li><li>Other statutes, eg, Protection from Harassment Act</li><li>Case law</li></ul><h3>6. Investigations into sexual harassment</h3><ul><li>Similarities and differences in approach to other workplace investigations</li><li>Impact and evidence</li><li>Investigating in line with internal policies and ACAS guidelines</li><li>Dealing with challenging situations, eg, emotion and distress</li><li>Managing yourself</li><li>Identifying support and resources</li></ul><h3>7. Recommendations</h3><ul><li>Communicating the outcome of the investigation and lessons learnt / corrective actions</li><li>Identifying and minimising risk factors</li><li>Encouraging a preventative approach: Making recommendations in line with best practice</li><li>A checklist of steps that all workplaces should implement</li></ul><h3>8. Challenging scenarios</h3><ul><li>Group work to consider approach in particularly challenging or sensitive 'what if ...' scenarios such as what happens when counter-allegations are made</li></ul><h3>9. And finally...</h3><ul><li>Open forum - remaining challenges and 'what if' scenarios</li><li>Action planning - identifying how participants will transfer this learning into the workplace and what else they may need which will help them to do this effectively</li><li>Review and close</li></ul>


                </section>

Maximum Performance

Investigating Sexual Harassment Allegations

Southampton

<p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(51, 51, 51); box-sizing: border-box;" fr-original-style=" color: rgb(51, 51, 51);">Support culture change by giving line managers the skills to look at practices within their areas, role model appropriately and address unacceptable behaviours. Our dynamic, assertive trainer for EDI has a very practical approach, with plenty of real-life examples to help participants view the subject from a new angle. A bespoke course might include:</span></p><ul style="color: rgb(102, 102, 102); box-sizing: border-box;" id="isPasted" fr-original-style=" color: rgb(102, 102, 102);"><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Key legislation for EDI and the workplace</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">The consequences of getting EDI wrong</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">What you say or do and how it can be interpreted</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Direct/indirect discrimination, harassment and victimisation</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Conscious and unconscious bias</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Being an &lsquo;active bystander&rsquo;.</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Culture and EDI</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Tackling unacceptable behaviour and difficult situations.</li><li style="color: rgb(80, 54, 89); box-sizing: border-box;" fr-original-style=" color: rgb(80, 54, 89);">Practical strategies and action plans</li></ul>

Sterling Training

Equality & Diversity

Inclusion

Gender Equality

Equality

Gender Diversity

Diversity & Inclusion

Support culture change by giving line managers the skills to look at practices within their areas, role model appropriately and address unacceptable behaviours. Our dynamic, assertive trainer for EDI has a very practical approach, with plenty of real-life examples to help participants view the subject from a new angle

Equality, Diversity and Inclusion

<p>This is an essential programme for all Council Members, particularly those who are newly elected, who need to review their personal safety and lone working arrangements.</p><section>
                    <h3>1 What's happening?</h3><ul><li>Issues around us</li><li>Risks in context</li></ul> <h3>2 Safety fundamentals</h3><ul><li>Identifying and minimising risks</li><li>Sensible precautions</li><li>Use of technology and personal safety</li><li>Lone working and the Council's policy</li></ul> <h3>3 Harassment and stalking</h3><ul><li>What constitutes harassment and definition of stalking</li><li>Early warning signals</li></ul> <h3>4 Reporting principles</h3><ul><li>Importance of incidence reporting</li><li>Council procedure</li><li>What next?</li></ul> 


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The In House Training Company

Corporate Safety

Health & Safety Awareness

Health & Safety

Online Safeguarding

Health & Safety At Work

Safety Awareness

Personal Safety for Elected Members (In-House)

<p>This is an essential programme for members of staff whose role involves external meetings, including seeing members of the public in their own home. Based around advice from agencies including the Suzy Lamplugh Trust and the police, this programme takes a sensible look at how to remain safe in the role.</p><section>
                    <h3>1 What's happening?</h3><ul><li>Issues around us</li><li>Risks in context</li></ul> <h3>2 Safety fundamentals</h3><ul><li>Risk assessment</li><li>Dynamic risk assessment</li><li>Identifying and minimising risks</li><li>Sensible precautions</li><li>Use of technology and personal safety</li><li>Lone working</li><li>Visits and travelling</li></ul> <h3>3 Harassment and stalking</h3><ul><li>What constitutes harassment and definition of stalking</li><li>Early warning signals</li></ul> <h3>4 Reporting principles</h3><ul><li>Importance of incidence reporting</li><li>Taking care of us</li><li>What next?</li></ul> 


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Behavioural Safety

Workplace Health & Safety

Personal safety (In-House)

<p>This is an essential programme for members of staff whose role exposes them to aggressive or violent behaviour.</p><section>
                    <h3>1 What's happening?</h3><ul><li>Issues around us</li><li>Risks in context</li><li>Personal experiences</li></ul><h3>2 Safety fundamentals</h3><ul><li>Following internal policy and procedure</li><li>Personal safety and lone working</li><li>Use of technology</li></ul><h3>3 Nipping issues in the bud</h3><ul><li>Recognising early warning signs</li><li>Avoiding causing problems for ourselves</li></ul><h3>4 Calming - Reaching - Controlling</h3><ul><li>Tips and techniques for potentially calming a situation</li><li>Reaching and building rapport</li><li>Accelerants - tips on avoiding accelerating a situation</li><li>Assertiveness techniques</li><li>Non-verbal behaviour</li><li>Active listening and the use of questions and distractions</li><li>Exploring ways forward and identifying win/wins</li><li>Avoiding the secondary argument</li><li>Fogging</li><li>The 'drama triangle'</li><li>If all else fails</li></ul><h3>5 Harassment, stalking and on-line bulling</h3><ul><li>What constitutes harassment and definition of stalking</li><li>On-line bullying</li><li>Steps to take</li></ul><h3>6 Reporting principles</h3><ul><li>Importance of incidence reporting</li><li>Taking care of us</li><li>What next?</li></ul>


                </section>

First Aid At Work

Workplace First Aid

Mental Health At Work

Violence and aggression at work (In-House)

<p>This is an essential programme for members of staff whose role exposes them to aggressive or violent behaviour.</p><section>
                    <h3>1 What's happening?</h3><ul><li>Issues around us</li><li>Risks in context</li><li>Personal experiences</li></ul> <h3>2 Safety fundamentals</h3><ul><li>Following internal policy and procedure</li><li>Personal safety and lone working</li><li>Use of technology</li></ul> <h3>3 Nipping issues in the bud</h3><ul><li>Recognising early warning signs</li><li>Avoiding causing problems for ourselves</li></ul> <h3>4 Calming - Reaching - Controlling</h3><ul><li>Tips and techniques for potentially calming a situation</li><li>Reaching and building rapport</li><li>Accelerants - tips on avoiding accelerating a situation</li><li>Assertiveness techniques</li><li>Non-verbal behaviour</li><li>Active listening and the use of questions and distractions</li><li>Exploring ways forward and identifying win/wins</li><li>Avoiding the secondary argument</li><li>Fogging</li><li>The 'drama triangle'</li><li>If all else fails...</li></ul> <h3>5 Harassment, stalking and on-line bulling</h3><ul><li>What constitutes harassment and definition of stalking</li><li>On-line bullying</li><li>Steps to take</li></ul> <h3>6 Reporting principles</h3><ul><li>Importance of incidence reporting</li><li>Taking care of us</li><li>What next?</li></ul> 


                </section>

Counselling Skills

Women's Self Defence

Winning complex B2B sales (In-House)

<p>This highly participative workshop focuses on the importance of valuing individual differences at work and creating a positive working environment, where everyone is treated with dignity and respect. The programme highlights the responsibilities that managers have in this area and reinforces relevant organisational policies and procedures, particularly those relating to harassment and bullying. In addition, the workshop builds awareness of discrimination legislation, taking a practical approach to minimising risk.</p>
<p>The emphasis is on encouraging managers to manage positively and proactively, to role model appropriate behaviour, to recognise issues at an early stage and to take prompt action to resolve concerns informally or formally as appropriate.</p><ul><li>UNDERSTAND WHAT IS MEANT BY DIVERSITY, DISCRIMINATION AND DIGNITY AT WORK</li><li>KNOW THE IMPORTANCE OF VALUING INDIVIDUAL DIFFERENCES AND TREATING PEOPLE WITH RESPECT</li><li>UNDERSTAND THE ORGANISATION'S POLICIES AND PROCEDURES IN THIS AREA AND THE ROLE AND RESPONSIBILITY OF MANAGERS AND OTHER SOURCES OF SUPPORT, EG, HR</li><li>UNDERSTAND KEY PRINCIPLES FROM EMPLOYMENT LAW AND HOW TO MINIMISE RISK</li><li>IDENTIFY WHAT CONSTITUTES UNACCEPTABLE BEHAVIOUR, EG, BULLYING AND HARASSMENT AT WORK AND MANAGE ISSUES PROACTIVELY, EITHER INFORMALLY OR FORMALLY AS APPROPRIATE</li><li>HAVE BUILT KNOWLEDGE, SKILL AND CONFIDENCE IN THIS AREA</li></ul><section>
                    <h3>1. Introduction</h3><ul><li>Course objectives and benefits from attending this course</li><li>Participants' experience and confidence in this area</li><li>Personal objectives</li></ul><h3>2. Setting the scene</h3><ul><li>Understanding what diversity is and the benefits and challenges of a diverse workforce</li><li>Equal opportunities in the workplace</li><li>The importance of treating people with dignity and respect</li><li>Organisational policies and procedures</li></ul><h3>3. Working with respect</h3><ul><li>Exercise: What does working with respect mean in terms of behaviours?</li><li>Application to participants' own teams; insights and actions</li></ul><h3>4. The law</h3><ul><li>Overview of discrimination law; the Equality Act 2010</li><li>Understanding protected characteristics and different types of discrimination</li><li>Burden of proof and liability; minimising risk</li><li>Other relevant legislation</li><li>Practical scenarios</li></ul><h3>5. Roles and responsibilities</h3><ul><li>Recognising that everyone at work has a responsibility</li><li>The role and responsibility of a manager</li><li>What is expected from all staff</li><li>Working with HR and other sources of support</li></ul><h3>6. A model of discrimination</h3><ul><li>Exercise: Stereotyping, bias and the power of labels</li><li>Understanding unconscious bias</li><li>The link between beliefs and behaviour</li></ul><h3>7. Bullying and harassment</h3><ul><li>Defining bullying and harassment</li><li>Impact of unacceptable behaviour at work</li><li>Recognising bullying and harassment</li></ul><h3>8. Taking action</h3><ul><li>Informal action and guidelines on challenging unacceptable behaviour</li><li>Managing complaints and grievances</li><li>Formal action in line with internal policies</li><li>Liability, the law and lessons from case law</li><li>Creating a positive working environment</li></ul><h3>9. Scenarios</h3><ul><li>Group exercises on managing challenging situations. Scenarios will be written specifically for the organisation to ensure maximum relevance for the group. Examples may include managing banter / jokes / nicknames, religious dress or practice at work, etc.</li></ul><h3>10. And finally...</h3><ul><li>Open forum - remaining challenges and 'what if' scenarios</li><li>Action planning - identifying how participants will transfer this learning into the workplace and what else they may need which will help them to do this effectively</li><li>Review and close</li></ul>


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Diversity, Discrimination and Dignity at Work

<p>It is essential that those charged with responsibility for credit control and debt recovery have a full appreciation of the relevant law: no-one can negotiate effectively to recover a debt if they don't understand the ultimate sanctions they can apply. This programme is designed to give them a practical, up-to-date understanding of the law as it applies to your particular organisation.</p>This course will help ensure that participants:<ul><li>Understand the relevant laws</li><li>Know how and when to invoke legal processes</li><li>Avoid legal pitfalls in debt collection negotiations</li></ul><p>Specific, practical learning points include:</p><ul><li>Definition of 'harassment'</li><li>How to set up an in-house collection identity</li><li>Whether cheques in 'full and final settlement' are binding</li><li>The best steps to trace a 'gone away'... and many, many more.</li></ul><section>
                    <h3>1 Data protection and debt recovery</h3>There are a whole range of things which can be checked on members of the public and which are not affected by the restraints of the Data Protection Act. These will be explained in simple, clear terms so that staff can use this information immediately. <h3>2 County Court suing</h3>The expert trainer will show how to sue for money owed, obtain judgment and commence enforcement action without leaving your desk. This module is aimed at showing how to make the Courts work for you instead of the other way around! <h3>3 Enforcement of judgments</h3>There are many people who have a County Court Judgment (CCJ) against their debtor but who still remain unpaid. This session explains each of the enforcement methods and how to use them to best effect. Enforcement methods covered include:<ul><li>Warrant of Execution</li><li>Using the sheriff (now known as High Court Enforcement Officers)</li><li>Attachment of earnings</li><li>Third Party Debt Orders</li><li>Charging Orders (over property and goods)</li><li>Winding-up companies and making individuals bankrupt</li></ul> <h3>4 Office of Fair Trading rules on debt recovery</h3>Surprisingly few people are aware of the Office of Fair Trading rules on debt recovery and many of those that do know think they don't apply to them - but they do. Make sure you know what you need to! <h3>5 New methods to trace elusive, absentee and 'gone away' debtors</h3>Why write the money off when you can trace the debtor and collect the money you are owed? <h3>6 Credit checking of new and existing customers</h3>It makes sense to credit check would-be, new and existing customers to evaluate the likelihood of payment delays or perhaps not being paid at all. This session shows a range of credit checking steps, many of which can be done completely free of charge, including a sample credit application<br />/ account opening form. <h3>7 Late Payment of Commercial Debts Regulations</h3>Do your staff understand this legislation and how to use it to make people pay quicker than ever before? The trainer shows how. <h3>8 The Enterprise Act</h3>The Enterprise Act made some startling changes to corporate and personal insolvency. What are the implications for credit control and debt recovery within your organisation? 


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Credit Control

Legal Practice Course (LPC)

Debt Management

Fraud Awareness

Commercial Law

Credit Controller

Credit control and debt recovery - legal issues (In-House)

<p>Line managers have a responsibility to manage their staff effectively and in line with best practice, internal policies and procedures and, above all, employment law. As legislation becomes ever more complex in the area of people management, it is essential that managers have an understanding of employment law and the practical implications for their role.</p>
<p>This course provides managers with an overview of key HR areas and focuses on their role in managing staff fairly, proactively and effectively in line with organisational requirements. Further in-depth training is available in each of the subject areas. The course content is indicative of what can be covered but will be tailored to reflect key areas for the organisation. Participants will be asked to familiarise themselves with relevant internal policies before the training and these will be referred to and reinforced throughout the day.</p><ul><li>CLARIFY THE HR RESPONSIBILITIES OF A LINE MANAGER WITHIN YOUR ORGANISATION</li><li>UNDERSTAND THE IMPACT AND EXTENT OF EMPLOYMENT LEGISLATION ON PEOPLE MANAGEMENT</li><li>UNDERSTAND YOUR ORGANISATION'S POLICIES AND PROCEDURES IN KEY AREAS OF HR</li><li>EFFECTIVELY MANAGE RECRUITMENT, DISCIPLINARY PROCEDURES, GRIEVANCES, ABSENCE AND HARASSMENT AND BULLYING COMPLAINTS</li><li>INCREASE THEIR AWARENESS OF FLEXIBLE WORKING AND 'FAMILY FRIENDLY' POLICIES</li><li>BUILD KNOWLEDGE AND CONFIDENCE IN MANAGING OTHER CHALLENGING OR SENSITIVE SITUATIONS</li></ul><section>
                    <h3>1. Introduction</h3><ul><li>Course objectives and benefits from attending this course</li><li>Participants' experience and confidence in this area</li><li>Personal objectives</li></ul><h3>2. Setting the scene</h3><ul><li>HR responsibilities in your organisation</li><li>Responsibilities of a line manager</li><li>Working effectively with HR and other sources of support</li></ul><h3>3. The legal framework</h3><ul><li>An overview of the UK legal system</li><li>Employment status and employee rights</li><li>The contract of employment - express and implied terms</li><li>Varying contracts of employment</li><li>Employment Tribunals</li><li>Employment law quiz</li><li>The Equality Act 2010, unfair dismissal, etc</li><li>Practical implications</li></ul><h3>4. Recruitment and selection</h3><ul><li>Purpose and importance</li><li>Legal implications</li><li>An overview of your organisation's process</li><li>Identifying risks and avoiding pitfalls</li></ul><h3>5. Having the conversation</h3><ul><li>Purpose of taking disciplinary action</li><li>Statutory requirements and the ACAS Code of Practice</li><li>Your organisation's policy - key stages</li><li>Roles and responsibilities</li><li>Legal implications and case law</li><li>Scenarios</li></ul><h3>6. Grievances</h3><ul><li>Understanding what constitutes a grievance</li><li>ACAS Code of Practice</li><li>Your organisation's procedure - key stages</li><li>Roles and responsibilities</li><li>Legal implications</li></ul><h3>7. Bullying and harassment</h3><ul><li>Understanding what constitutes harassment and bullying</li><li>Your organisation's policy</li><li>Managing informally and taking formal action</li><li>Legal implications and case law</li><li>Scenarios</li></ul><h3>8. Managing attendance</h3><ul><li>Impact of sickness absence</li><li>Your organisation's sickness absence policy and procedures</li><li>Roles and responsibilities</li><li>Notification and certification</li><li>Effective strategies to manage short-term and long-term absence</li><li>Legal implications and case law</li></ul><h3>9. Legal update</h3><ul><li>Flexible working and 'family friendly' policies - an update on recent changes</li><li>Other legislative changes on the horizon</li></ul><h3>10. And finally...</h3><ul><li>Open forum - remaining challenges and 'what if' scenarios</li><li>Action planning - identifying how participants will transfer this learning into the workplace and what else they may need which will help them to do this effectively</li><li>Review and close</li></ul>


                </section>

Managing People Within the Law

Dan Haralambous Personal Trainer

1 Educators providing Courses in Manchester

dan haralambous personal trainer

Manchester

Courses matching "HARA"

Effective Mediation Skills

By GBA Corporate

Investigating Sexual Harassment Allegations

By Maximum Performance

Equality, Diversity and Inclusion

By Sterling Training

Personal Safety for Elected Members (In-House)

By The In House Training Company

Personal safety (In-House)

By The In House Training Company

Violence and aggression at work (In-House)

By The In House Training Company

Winning complex B2B sales (In-House)

By The In House Training Company

Diversity, Discrimination and Dignity at Work

By Maximum Performance

Credit control and debt recovery - legal issues (In-House)

By The In House Training Company

Managing People Within the Law

By Maximum Performance

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