Structure records relating to virtual team communication so they satisfy legal and privacy obligations.
Building Communication Skills Across Virtual Teams
Turn virtual team communication from a stated policy into a practice your organisation can evidence.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Data on virtual team communication is abundant; insight about it is not. People decide what this aspect of people management and development really means by watching who gets promoted. Cases are chosen to expose the trade-offs in the practice within people management and development rather than to illustrate ideal conditions. The programme suits teams tackling virtual team communication together as readily as individuals attending alone. The course leaves participants able to diagnose weaknesses in the people management and development capability before they become incidents. Mature organisations treat this strand of people management and development as a standing capability rather than a project that finishes. The version of virtual team communication described in the manual and the version practised on the floor tend to diverge over time. It treats the people management and development discipline as an operating discipline and equips participants to run it as one. It closes by agreeing the smallest change to this aspect of people management and development that would make a visible difference.
Expected Learning Outcomes
Build capability in virtual team communication across the management line, not only in the people function.
Handle exceptions to virtual team communication consistently and document the reasoning.
Build a concise people policy for virtual team communication that colleagues can follow without further explanation.
Review virtual team communication annually against what actually happened, not what was intended.
Align virtual team communication with the wider objectives of the workforce rather than optimising it in isolation.
Set a realistic target state for virtual team communication and a defensible route to it.
Who Should Attend
Recruitment and resourcing staff affected by virtual team communication.
Planning staff whose forecasts and budgets are affected by virtual team communication.
Talent and organisational development specialists working on virtual team communication.
Officers preparing reports on virtual team communication for boards or oversight committees.
Internal communications staff explaining virtual team communication to the workforce.
Reward and compensation staff whose frameworks interact with virtual team communication.
Course Modules
Virtual team communication: fairness, equity and consistency
2 sessions · 8 pointsSession 1Building manager capability in virtual team communication rather than owning it centrally
- Review virtual team communication for unintended equity effects across groups.
- Identify single points of dependency in virtual team communication and reduce them.
- Set the consistency check that catches uneven application of virtual team communication.
- Train line managers on virtual team communication rather than handling every case centrally.
Session 2Testing virtual team communication before relying on it
- Identify the data the organisation already holds that bears on virtual team communication.
- Identify where judgement in virtual team communication is legitimate and where it is not.
- Plan the sequence in which improvements to virtual team communication will be introduced.
- Confirm records relating to virtual team communication meet retention and privacy rules.
Virtual team communication: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The exception to virtual team communication that sets the precedent
- Define who decides on virtual team communication and who may only recommend.
- Write down the assumptions underpinning the approach to virtual team communication.
- Establish what evidence demonstrates virtual team communication is under control.
- Plan succession for roles most exposed to virtual team communication.
Session 2What to measure in virtual team communication and what to ignore
- Set the review interval for virtual team communication and who attends.
- Set the annual review point for virtual team communication and who attends.
- Confirm that those complying with virtual team communication understand why it exists.
- Benchmark the organisation's virtual team communication against comparable operations.
Virtual team communication: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Applying virtual team communication consistently to the person you like least
- Pilot changes to virtual team communication in one area before wider rollout.
- State the purpose of virtual team communication in one sentence a new manager would understand.
- Check that records of virtual team communication answer the questions likely to be asked.
- Design the communication for virtual team communication around the questions people will actually ask.
Session 2Escalation and decision rights in virtual team communication
- Name a single owner for each element of virtual team communication.
- Compare the cost of virtual team communication with the cost of its absence.
- Record what was learned when virtual team communication did not go as planned.
- Set out how exceptions to virtual team communication are requested and approved.
Virtual team communication: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1The conversation about virtual team communication managers most often avoid
- Measure the effect of virtual team communication on retention and performance, not activity.
- Script the difficult conversation virtual team communication requires and rehearse it.
- Test the policy on virtual team communication against three real cases from the past year.
- Build the appeals route for virtual team communication and publish it.
Session 2Keeping records on virtual team communication that are lawful and useful
- Estimate the cost of virtual team communication and the cost of leaving it unchanged.
- Set escalation thresholds for virtual team communication that work out of hours.
- Decide what will be stopped to create capacity for virtual team communication.
- Verify six months later that changes to virtual team communication have held.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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