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Category Archive: Management Training

  1. How to effectively manage staff sickness and absences

    Staff sickness and absences are a reality for any business. The unpredictable nature of sickness and absences can make it difficult to avoid disruption to operations so it’s crucial to ensure that they are carefully managed.

    The importance of monitoring

    For any business, keeping track of the number of days that staff take off sick or out of the office is going to be important. And for smaller businesses it’s crucial to understanding what’s happening in the workforce. Whether you monitor manually or with software, make sure you’re keeping track of when staff are sick or absent. Are there any patterns that emerge – such as an increase during the school holidays? This could be an indication that all is not as it seems.

    Maintaining contact

    If you notice that some staff are taking a lot of sick days or are often absent then it’s important to make contact to find out why. There could be a genuine and serious sickness behind their lack of presence at work or this could be more to do with being unhappy in a role. It’s also important to maintain contact with anyone on sick leave so that you’re appraised of their progress and you know when they are likely to return to work.

    The issue of pay

    Employees have a right to Statutory Sick Pay for absences of three days or more but there is no legal entitlement for shorter periods. Statutory Sick Pay entitlement is for a maximum of 28 days and employers can pay more than the statutory rate but not less. Whether you choose to pay your employees for sick days over and above what the law requires will depend on company policy – this should be clearly written into contracts so that there is no confusion.

    Handling staff taking short term sick leave

    Short-term sick leave can be particularly problematic for employers, especially if the leave is taken frequently but never for more than a day or so at a time. This can be incredibly disruptive for others in the workplace. The first step is to establish whether there is an underlying condition that is necessitating the absences. If there is nothing that connects the absences then it’s worth speaking to the employee to see if there is another reason. After that it may be necessary to see whether the employee is in breach of the company absence policy.

    Dealing with staff on long term sick leave

    Many employers dread having to deal with a situation where an employee is on long-term sick leave. This can leave a team depleted but employers must be careful about the action taken – it’s important to ensure you follow the contract you have with that employee. Get as much information as you can about the reason for sickness and make sure you are provided with medical evidence about the employee’s condition and whether they might be fit to return to work – and when. Decisions about how to handle an employee on long-term sick leave should be made on the basis of medical information provided and the contract in place.

    Our Managing Sickness and Absences course is designed to support the effective management of a business dealing with sick days and absences. Get in touch with PTP today to book your place.

  2. 5 key skills that successful HR Managers have

    In any business, human resources provides a core function that is crucial to nurturing and developing the talent that you have. Where the HR team is functioning badly, or unable to meet its goals as a result of a lack of key skills, this can have a negative knock on impact right through the business. So, the quality of your HR manager is crucial, as they will shape and direct the way that the HR team interacts with the rest of the business. The most successful HR managers tend to share a number of key skills.

    Sound communication

    Communication is perhaps the Number 1 key skill for an HR manager. Without the ability to effectively communicate with their own team, the HR manager will be isolated and unable to ensure that your human resources people are functioning as they should within the business. Communication skills should be both written and verbal and extend to everyone, from the HR team itself through to the business’ employees and everyone at management level.

    Positive negotiation skills

    From agreeing the details of contracts, to handling disputes, there are many situations that could arise in the HR manager job description that require a positive negotiation skill set. Experience in previous negotiation situations is likely to be of benefit here, as well as the ability to apply a fair and rational approach to a situation that might be tense and sensitive. An HR manager with great negotiation skills is always worth their weight in gold.

    The ability to make accurate judgments

    Sound, practical and reasonable judgment in an HR manager will create a positive atmosphere within the human resources team and also ensure that HR delivers on its goals and objectives for the rest of the business. Great judgment comes into play repeatedly for HR managers. It could be the difference between ensuring that employees are placed into the right roles – or jobs that make them feel unhappy and unfulfilled. It could be the key factor that stops a potential discrimination claim from escalating. HR managers with excellent judgment know how to assess a situation – and when to ask for support.

    The ability to multi-task

    Many jobs today require multi-tasking abilities but perhaps few more so than the HR manager role. This not only involves leading a team and ensuring that team meets its goals and objectives but also dealing with the myriad of HR-related situations that arise daily, from recruitment through to staff disputes or the need to let someone go.

    The right ethics

    HR managers have access to the kind of data that most other company departments don’t and may be privy to confidential information that employees don’t share widely. The right ethics mean that an HR manager is able to ensure that there is a balance between the rights and responsibilities of employees and the obligations and legal requirements that the company must observe.

    HR managers have a crucial role to play in any business – and the right training and make all the difference. Register your place on PTP’s Introduction to HR Skills course today.

  3. What are your new responsibilities as a Director?

    When you become a company director, you sign up to take responsibility – with the rest of the Board – for the management of the company’s business. This means ensuring that the business complies with its statutory obligations, as well as taking part in operational and strategic decision making. When you become a director there are certain key responsibilities, defined by law, that you need to be aware of.

    Directors’ legal responsibilities

    • Acting within your powers and only exercising these for the purpose for which they were given.
    • Promoting the “success” of the company, bearing in mind factors such as employee interests, relationships with any suppliers and the company’s reputation.
    • Exercising independent judgment i.e. you must be making your own decisions.
    • The expectation to act with reasonable care, skill and diligence. This expectation doesn’t require you to have knowledge or insight outside the scope of your experience, just the general knowledge, skill and experience of someone in your role and to the degree that you actually possess.
    • Ensuring that you avoid a situation that might be a conflict of interest. The conflict here is with the interests of the company and could be something like having multiple directorships or being an advisor to a competitor of the company. In some situations, a conflict will not cause an issue – for example, where it has been pre-authorised. Where there is a potential conflict, directors have a responsibility to seek the approval of the rest of the Board of Directors and to check the situation against the company’s Articles of Association.
    • Avoid accepting benefits from third parties. If you receive a benefit from a third party as a result of something you do or don’t do as a director then this could cause a problem.
    • Declaring relevant interests. If there is a transaction or arrangement with the company that you have a direct interest in then, as a director, you have a responsibility to declare this. This should be done before a transaction is entered into or, if the transaction has already taken place, as soon as is reasonably practical after that.

    Directors who breach their legal responsibilities

    If you are in breach of these duties then you could find yourself facing an injunction, damages or compensation – in some cases even a criminal fine. Some relief can be granted either by the company’s shareholders or the courts in certain situations. Director’s insurance will also ensure that you have a financial safety net should the worst occur.

    What about other responsibilities?

    Outside of legal duties, directors also have a number of other responsibilities including:

    • The company’s confidential information can only be used or disclosed for the benefit of the company.
    • Health and safety. Ensuring that the business is compliant in health and safety is a responsibility that falls to the directors.
    • Other obligations. Directors are also responsible for ensuring the company’s compliance with other obligations, such as environmental obligations and anti-corruption obligations.
    • Directors have a responsibility to seek advice as soon as possible where the business is in financial difficulty. This is especially important in order for directors to avoid potential personal liability under insolvency law.

    Becoming a director is a significant step and one that you need to prepare for – our courses provide all the grounding you need in how to do the job well. Take a look at our Role and Responsibilities of a Director course today or give us a call on 01509 889632 to find out more.

  4. How to use appraisals to get results from your team

    The value of managing the performance of staff is all too often ignored by businesses and those in a management role. It can seem like a difficult and complicated process where uncomfortable conversations are sometimes required. However, the reality is that appraisals are an incredibly useful tool for businesses to motivate, engage and communicate with staff – as long as they are properly used.

    Before the appraisal

    The value of managing the performance of staff is all too often ignored by businesses and those in a management role. It can seem like a difficult and complicated process where uncomfortable conversations are sometimes required. However, the reality is that appraisals are an incredibly useful tool for businesses to motivate, engage and communicate with staff – as long as they are properly used.

    Before the appraisal

    • Take care when scheduling. It’s important that both you and the employee have enough time to prepare for the appraisal so that no one is caught out and unhappy about it taking place. It will be a more constructive experience for everyone if there is adequate preparation time.
    • Make sure you’re ready. As a manager, you need to lead the appraisal and be ready to confidently explain assessment processes, decisions and consequences. Look at previous appraisals, check the employee’s job description and be prepared with questions, such as “which completed tasks are you most proud of?” or “what have you found challenging this year?”
    • Look forward, as well as back. Appraisals are about covering past behaviour but also planning for the future. What new skills is this person going to need to develop and what career defining moments do they have coming up? Development is as important as assessment.
    • Think ahead. What kind of issues is this person likely to raise and what are their next career goals likely to be? How will you manage a situation in which they have a high volume of criticisms to bring to the table?

    During the appraisal

    • Remember that this is an ongoing relationship. You still have to work with this person after the appraisal so be kind, constructive and businesslike even if you’re delivering bad news.
    • Be specific and factual. Working on the basis of making a statement and then providing the evidence to back that up will give whatever you say credibility and ensure that you get your point across.
    • Remember the impression that you make. Relaxed body language, maintaining eye contact and asking friendly open-ended questions will create an atmosphere of openness and rapport.
    • Focus on solutions as much as problems. If you’re in the position where you’re having to raise issues about conduct or performance with an employee then just imagine how this is going to feel from the other side of the table. It’s difficult to hear criticism for anyone – but if this is accompanied by suggestions for solutions and next steps it can be much easier to bear and use constructively.
    • Make sure there are outcomes. Appraisals should always end with employees being able to see what positive next steps are likely to be. So, aim to create an action plan, points or ideas that will turn the appraisal into positive progress.

    If you manage other people and you’re keen to understand how to get the most out of them, our Appraising Performance Effectively course is designed to help you do just that. Learn how to handle appraisals effectively and use them to begin producing better results.

  5. How can you become an effective team leader?

    A team leader role is both a challenge and an achievement. While it doesn’t have the full responsibility of management it still puts you in a position that is distinct from just being another member of the team. Success at team leadership can be a stepping stone to greater things in a career and is also a good opportunity to hone the skills that you’ll need to have to effectively lead.

    Always lead from the front

    Team leaders often set the tone for the way a team performs and the kind of collective attitudes that are fostered. So, if you want to be an effective leader, you need to establish what you expect from the team by setting an example. That means avoiding the temptation to delegate everything that comes your way and demonstrating the kind of work ethic you expect from the people you work with.

    Face up to difficult decisions

    A key moment for many progressing into leadership roles is learning that you will garner more respect from your team by facing up to difficult decisions than turning away from them. That’s the case even if the difficult decisions adversely affect the people you’re working with. You may need to have a conversation about lateness or poor performance, or be part of a disciplinary process for an employee. Doing this to the best of your ability is as much a part of being an effective team leader as any other task.

    Tackle the least appealing jobs

    Moving into a team leadership role doesn’t mean taking all the nice and easy work for yourself. If you want to be effective then you need to be as willing to tackle the unpleasant tasks as those that will bring glory and which are easy to compete.

    Remember how much you value fairness

    That is, when you were a member of the team being led by someone else, you – like all of us – expected leadership to act in a fair way. This can be a real challenge for a new team leader, as fairness can sometimes feel like a subjective concept. Avoiding having favourites, listen to everyone and take all your team seriously if they come to you with an issue – that is a good place to start.

    Educate yourself on law and policy

    What parts of company policy are you responsible for implementing? Everything, from mobile phone use to health and safety standards could now come under your remit so make sure you’re aware and educated. The same goes for legal requirements – do you understand the concept of discrimination, for example, and are you well educated in behaviours that might trigger it?

    Have a positive mental attitude

    Being upbeat and positive can be contagious – and that’s exactly the kind of spirit that you want to pass on to the rest of your team.

    Our Masterclass in Management Skills course provides a comprehensive introduction to key management skills and gives you tools to become a better and more effective team leader from Day 1.

  6. How can you manage others in a very practical way?

    Learning how to manage others is one of the most challenging stages in any career. However, without acquiring key skills – and gaining an awareness of how you manage and lead others – it’s very difficult to progress. Great managers can make all the difference to the experience that employees have within a business. They can inspire and motivate a team to great things with just a few practical skills and a straightforward approach.

    Effective communication

    Few things are possible in life without effective communication but this is especially so when it comes to leading other people. The first element to effective communication is to be on top of emails, phone calls and messages – responsive and clear. The second step is in the interactions that you have on a daily basis. Do you listen to what people say, are you open to feedback and do you find it easy to avoid taking a defensive position?

    Leading by example

    It’s the oldest trick in the book for managers – go first where you expect others to follow. If you’re keeping your team late to work then work late too, if you expect people to take on challenges that scare them (such as public speaking), you go first.

    Creating a genuine team

    The word ‘team’ is often used for a group of people working together on a project. However, there is much more to creating a real team dynamic than just shared targets and space. Being an effective manager requires the ability to foster a team atmosphere, motivate the team forward and encourage genuine collaboration between those who are working together.

    Nurturing relationships

    It’s almost impossible to separate who we are as people from who we are in a business environment and so good managers understand how to nurture whole humans, even the difficult and challenging elements. Tolerance and patience are essential when dealing with relationships at work, particularly in situations where there might be a great deal of pressure or heavy workloads. Workplace relationships can be nurtured by managers who are big on respect and trust, encouraging all colleagues to treat each other kindly and with dignity.

    Understanding the importance of environment

    While the personalities within the team are a key responsibility for a manager, so too is the environment in which that team is operating. Happiness at work will be a big factor in whether a team performs well and working out whether this is there is often something that falls to a manager. From a comfortable physical environment to nurturing a culture of support and hard work, managers have much more influence than simply ensuring that targets are met.

    Development and progression

    Happy staff have goals, motivations, dreams and objectives – and a manager has a role to play and enabling team members to strive and reach them. Being able to effectively manage is closely related to guiding those in your team to finding out what they need to do next to move forward.

    We offer practical tools for reviewing and improving existing management skills. Our The Practical MBA – Managing By Your Actions course is designed to provide personal guidance on how to manage more practically and effectively.

  7. 10 ways to effectively manage a remote team

    In this new era of flexible and agile working there is simply no need for teams to be in the same location to be highly effective. Remote working has its own unique set of challenges but can also be an incredibly effective approach when you have the right management skills for a remote team.

    1. Hone your communications

    Different methods of communication work for different tasks and teams, so find out which one achieves what you’re trying to do. For example, you might use email for quick interactions or switch to Google Hangouts if you prefer instant messaging.

    2. Standardise systems

    When individuals work remotely they can quickly develop their own ways of doing things – and these may not overlap with how others on the team are working. Effectively managing a remote team means ensuring that everyone on the team is working in the same way.

    3. Enable flexible hours – up to a point

    One of the major benefits of a remote team is being able to offer employees more flexible working hours. However, you also need to make sure that people are online and available at key times when you’re likely to need them.

    4. Measure productivity

    There are many different ways to analyse whether a remote team is doing well when it comes to productivity. You might want to track the number of hours spent logged on or to set regular goals and targets and review how many of these are reached. Whatever you use it’s important to have some way to measure what is being achieved by a remote team.

    5. Implement regular review

    A monthly or quarterly review can be incredibly useful when you’re managing a remote team. You’ll be able to provide feedback, adjust arrangements and also get an idea of whether the current approach is working for the team members too.

    6. Make sure your team has the right environment

    It’s no use employing people to work remotely if they don’t have a WiFi connection at home or they’re going to be busy with other commitments at the same time. Effective remote working requires a quiet environment, with a strong internet connection and somewhere your employees can shut the door if they need to have an important conversation.

    7. Try to meet in person

    It’s always much easier to motivate a remote team if you have met at least once in person. Try setting up an annual social for your team or make sure you at least have a face-to-face interview with them so they know that there is a person on the other end of your emails.

    8. Foster a team atmosphere

    It can be difficult for remote workers to feel like part of a team but this is important if you want them to work well together. From scheduling regular Skype catch-ups, to encouraging constructive feedback on others’ work there are lots of ways to remind people that they’re not functioning alone.

    9. Involvement in the company culture

    Remote workers can feel isolated from the rest of the business which makes it crucial to ensure they are involved in its culture. Take every opportunity to communicate firm values, explain objectives and ensure their own priorities are aligned with the wider business.

    10. Use video

    When you have a remote team, video is a very powerful tool to communicate, inspire and brief. From video messaging to video reports and presentations, you’ll see much more impact if you switch from text to the moving image.

    If you’re managing teams spread over two or more locations our Managing Remote Teams course could give you the tools you need to excel. Get in touch with PTP today.

  8. What skills do you need as a first-line manager?

    Promotion to a first-line manager position can be a career-changing moment. However, it may also leave you feeling like you’re balanced on the edge of a cliff. Most first-line managers step into this new position with no prior experience and often lack appreciation of the skills, strategies and experience that will make the role a success. For those about to make this crucial step up there are some key skills to get to grips with.

    Communicating in a business context

    Communication is perhaps the most crucial of all management skills. At lower levels it is not quite so key but once you start in a management position you need it constantly. From being able to manage meetings, through to creating clear proposals and communicating new strategies and concepts, this skill is one that will enable you to motivate those below you and forge links with those above.

    Leading strategically

    As a first-line manager there is simply no opportunity to hide at the back and follow. Within a specific area of the business you will now need to step into leadership, informed by an understanding of strategy. This is often the first time that strategic thinking has become a requirement and the ability to grasp it could be fundamental to whether or not progress up the career ladder is swift. Examples of strategic thinking in a leadership capacity could be anything, from innovating to revitalise old, tired processes and systems, to being able to manage and motivate teams in an uncertain business environment.

    Self awareness

    It’s almost impossible to manage other people if you’re unable to manage yourself. What are your strengths and weaknesses, what are your personal values and how do you ensure that you consistently stick to them no matter what you’re doing? Today, every type of leader is expected to lead by example and so solid self awareness has become a key skill. For most of us, self-awareness needs to be learned and isn’t something we are naturally born with – but that also means that it’s something anyone can cultivate.

    Broadening perspectives

    In a more junior role there may have been a much more simple outlook with no responsibility involved in changing it. For managers, perspectives need to be significantly broadened – do you understand, and can you apply, the context of the sector that you work in to what you do? How does the latest innovation in your industry affect your role and the future of the business? Crucially, an understanding of the uncertainty of the business world and a willingness to embrace this and delve into the complexities is a key skill to develop.

    Committing to ongoing learning and development

    The only way to develop skills not currently present is to learn them. You may acquire some on the job but often for a role like first-line manager it can be useful to undertake some professional training. The First Line Manager Skills course from PTP will enable you to become more focused on the objectives of the organisation, develop clear and analytical thinking and become more proactive in a leadership role. Contact PTP to find out more.

  9. Tips for beginning a new management or supervisor role

    Moving up in a career means tackling the challenges that managing or supervising other people can bring. This doesn’t just require the development of a new skill set but also an ideological shift too. If you’re about to enter the world of management for the first time then there are a few tips that might make the transition easier.

    You don’t need to have all the answers

    Even supervisors can ask questions and look for information to ensure they get it right. It’s far better to ask for input or request feedback than to plough on regardless and be unaware of any crashing errors you’re repeatedly making.

    Learn how to delegate

    It’s a rookie manager mistake to make yourself responsible for absolutely everything. Good delegation means taking responsibility for ensuring a job is done – but that doesn’t mean you have to do the job yourself.

    Avoid trying to be a friend to everyone

    Every employee who is moving upwards will eventually find themselves in a supervisory role with former colleagues. It’s important to be friendly and accessible but those lines of management need to be drawn. Otherwise leadership and discipline will be almost impossible to implement when required.

    Get to grips with the concept of “fairness”

    The people working under you will expect to be treated fairly – in fact, it’s the perception of unfairness that often causes the most problems for managers. However, that doesn’t mean that you need to treat everyone the same. Sometimes the route to fair treatment means treating people differently (as long as you’re not falling into discrimination territory).

    Find a way to balance new responsibilities

    With a move upward into management comes additional pressure. If you want to be a good supervisor then you need to learn to deal with this extra pressure in a way that doesn’t entail taking it out on the people around you. It’s important to find a way to have downtime when you can detach and relax from your responsibilities. Having someone to talk to who understands your position can also be incredibly useful.

    Sometimes the answer is no

    As juniors we’re often encouraged to say yes to every request and opportunity. As you become more senior the ability to say no – to superiors or juniors – starts to be an essential quality to avoid overwork, resentment and too much pressure.

    Become a change specialist

    At the heart of every successful business is the ability to swiftly adapt to change. Nothing stays the same and it’s the way that we cope with this that often defines the kind of managers we are and the value we can offer to the business. If your skill set is underpinned by an awareness of how to handle – and optimise – change then you’ll be a great manager to follow and a valuable asset to the business overall.

    The PTP Introduction to Management and Supervisory Skills course provides a valuable overview of how to take that key step up in your career. If you’re looking to enable that mindset switch this type of training is essential.

  10. Why should Britain close the gap on management skills?

    According to the whitepaper released as part of the government’s Industrial Strategy in November, poor management skills could account for a quarter of the productivity gap between US and UK companies. American companies produce a fifth more than UK companies do with the same effort, something that is logically attributed to poor business management. Apart from the natural competitiveness with our cousins across the pond there are also many other good reasons for Britain to close the gap on management skills.

    More productivity means more profit

    It’s not difficult to understand how a fifth more productivity would be a very positive increase for UK businesses. Particularly if it requires no extra effort other than to close the gap on management skills. To put a figure on how much this lack of management might be costing the UK economy, if the gap were to be closed over night tonight and UK companies caught up with US companies then – without any extra work at all – British companies would be an instant £300 billion richer. That’s an impressive figure for any economy.

    It can be done

    The example often given of an economy that completely turned itself around with the benefit of management skills is Japan. After the Second World War Japan was just one tenth as productive as America. Within years it had made huge strides with a specific programme of improvement in management skills that was designed to spread across the entire economy, from small businesses to large. Japan even subsidised management consultancies to help disseminate better business practices and set up a state inspection agency to help bring standards up.

    Britain will likely fall behind if the gap is not closed

    Japan is just one example of how a very conscious and specific initiative to improve management skills in all businesses has had a tangible impact on overall productivity. Singapore is another Asian economy that used a similar tactic in the 1980s when it realised that the foreign companies based there weren’t passing on their management capabilities to the smaller, local firms. So, Singapore introduced a campaign to change management mindsets and brought in consultants to upgrade knowledge and experience. South Korea has introduced similar measures, as has Finland and many other countries that have suffered from a similar management skills gap. It’s not something that can be successfully ignored and the prediction is that Britain’s productivity could fall further behind if it continues to be a problem.

    There is an awareness in Britain that poor business management is causing problems for our overall economy. In the report The Innovation Paradox, the management quality of British businesses was compared to the worst 10% of firms in China. So, we are already falling well behind. The industry is trying to help itself – for example Be the Business, an initiative to spread best practice. However, most experts agree that when it comes to closing the management skills gap it’s going to require more than just private sector initiatives. As in Japan, South Korea, Singapore and Finland, the government is going to have to get (more) involved.

    If you’re looking for management training, get in touch with PTP today on 01509889632.

In-House Training with PTP

PTP stands for Practical Training for Professionals and our aim is to make our training as practical as possible so delegates can return to the workplace with skills they can implement immediately. PTP now delivers training to over 40% of the FTSE 100.

What you get for your money

What is 1-to-1 training?

1-to-1 training can be based on any of the 100 plus courses that PTP provides, it includes an initial telephone conference of up to 1 hour, a 1/2 day (3.5 hours) on-site one to one training session at your premises with one of PTP's expert trainers and then a further telephone conference call of up to an hour within 2 weeks of the on-site visit.

You have the option of a line manager being involved in both telephone conferences, the second telephone conference which can be for feedback and action planning is generally scheduled during the on-site visit.

Who does 1-to-1 training suit?

Individuals taking on a new challenge or responsibilities. Professionals who want a trusted "sounding board" and thinking partner. Executives or managers who want to enhance their leadership effectiveness to achieve organizational and career success. Executives and professionals wanting to compete successfully but still retain balance in their life. Individuals who want to understand their blind spots so that they don't stand in their own way on their path to success. Executives and Professionals who want to improve their interpersonal skills so as to be more effective with bosses, peers, subordinates, or people in general. How much does 1-to-1 training cost?

A 1-to-1 training session costs from as little as £400 + VAT and will include an initial telephone conference of up to 1 hour, a 1/2 day (3.5 hours) on-site training at your premises and then a further telephone conference call of up to an hour within 2 weeks of the on-site visit.

What is U-Choose?

Choose from any of the 150 plus courses that PTP provides, and choose from 1 of our 50 plus UK wide training venues. You must book for 2 or more delegates and at least 4 weeks in advance, but that’s it, the course you want where you want it. The reason we ask for a minimum of 4 weeks notice is to enable us to market the course you have scheduled to other companies and organisations. However, if we fail to sell any additional places we guarantee to run the course just for you.

How much does U-Choose Training cost?

U-choose costs the same as our normal open courses i.e. the normal delegate rate. This includes lunch and refreshments throughout the day, framed certification and comprehensive training notes. A U-Choose booking can only be confirmed once we receive payment which can be made via credit/debit card, BACS or cheque. Payment is due at least 4 weeks before the date you request. Please note to be eligible for U-Choose you must book a minimum of 2 delegates on the same course & date.