Distinguish the parts of end-of-service procedures that must be standardised from those that require judgement.
Managing End-of-Service Procedures Professionally
Develop the judgement and the documentation needed to run end-of-service procedures properly.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what end-of-service procedures really means by watching who gets promoted. The organisation's reputation as an employer is built or lost through the people management and development discipline. It treats this strand of people management and development as an operating discipline and equips participants to run it as one. The level assumes working familiarity with the workforce but no prior formal training in end-of-service procedures. The outcome is a practitioner who can hold a position on this part of people management and development and revise it on evidence. Field experience suggests that the barrier to better this area of people management and development is rarely technical. Progress on end-of-service procedures is usually lost in the gap between approval and execution. Discussion is anchored to worked examples of the people management and development discipline rather than to abstract argument. Participants leave with a plan for the practice within people management and development sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Design the appeals or grievance route attached to end-of-service procedures.
Sequence improvements to end-of-service procedures so that each step makes the next one easier.
Measure the effect of end-of-service procedures on retention, performance and engagement.
Prepare managers for the emotional load end-of-service procedures places on them.
Structure records relating to end-of-service procedures so they satisfy legal and privacy obligations.
Set the minimum documentation for end-of-service procedures that is genuinely necessary, and stop there.
Who Should Attend
Legal and compliance advisers reviewing end-of-service procedures.
Recruitment and resourcing staff affected by end-of-service procedures.
Talent and organisational development specialists working on end-of-service procedures.
Those responsible for briefing external stakeholders on end-of-service procedures.
Specialists advising senior management on end-of-service procedures.
Employee relations specialists handling cases arising from end-of-service procedures.
Course Modules
End-of-service procedures: capability across the management line
2 sessions · 8 pointsSession 1The conversation about end-of-service procedures managers most often avoid
- Set the consistency check that catches uneven application of end-of-service procedures.
- Verify six months later that changes to end-of-service procedures have held.
- Script the difficult conversation end-of-service procedures requires and rehearse it.
- Train line managers on end-of-service procedures rather than handling every case centrally.
Session 2Applying end-of-service procedures consistently to the person you like least
- Confirm records relating to end-of-service procedures meet retention and privacy rules.
- Assign responsibility for keeping documentation of end-of-service procedures current.
- Estimate the cost of end-of-service procedures and the cost of leaving it unchanged.
- Document the reasoning for every exception granted under end-of-service procedures.
End-of-service procedures: fairness, equity and consistency
2 sessions · 8 pointsSession 1The hard cases in end-of-service procedures and how to reason about them
- Define who decides on end-of-service procedures and who may only recommend.
- Plan succession for roles most exposed to end-of-service procedures.
- Ask employees what end-of-service procedures feels like from their side.
- Measure the effect of end-of-service procedures on retention and performance, not activity.
Session 2Moving end-of-service procedures from approval to execution
- Map the handovers in end-of-service procedures between functions and secure them.
- Compare intended and actual outcomes of end-of-service procedures honestly.
- Collect evidence on the present handling of end-of-service procedures before proposing changes.
- Arrange the handover of end-of-service procedures so capability survives staff changes.
End-of-service procedures: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Keeping records on end-of-service procedures that are lawful and useful
- Plan the sequence in which improvements to end-of-service procedures will be introduced.
- Check that end-of-service procedures complies with current labour regulation in every location.
- Prepare the summary of end-of-service procedures that senior management will read.
- Build the appeals route for end-of-service procedures and publish it.
Session 2Explaining end-of-service procedures so people believe it
- Rank the weaknesses in end-of-service procedures by consequence rather than by ease of fixing.
- Set escalation thresholds for end-of-service procedures that work out of hours.
- Anticipate the objections end-of-service procedures will raise and prepare the answers.
- Draft the minimum viable people policy for end-of-service procedures.
End-of-service procedures: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Reviewing end-of-service procedures when nothing has gone wrong
- Build the internal briefing that explains end-of-service procedures to those affected.
- Write down the assumptions underpinning the approach to end-of-service procedures.
- Design the communication for end-of-service procedures around the questions people will actually ask.
- Review whether end-of-service procedures is aligned with the objectives of the workforce.
Session 2Reviewing end-of-service procedures against what actually happened
- Set out the decisions in end-of-service procedures that require sign-off and by whom.
- Pilot changes to end-of-service procedures in one area before wider rollout.
- Remove steps in end-of-service procedures that add effort without adding assurance.
- Review end-of-service procedures for unintended equity effects across groups.
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
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