Assessment

Center
PROJECT
PROPOSAL
 TYPES OF TRAININGS OFFERED

01
CURRENT
02
STRATEGIC
03 04 05
ACQUISITIO BENEFIT OF
N PROCESS ASSESSMENT
CENTER AND KEY SCOPE OF
& Assessment
ACTIVITIES PROJECT Competency
OPPORTUNI Centre Design
MAPPING
TIES

06 07
TRAININNG
PTCL FINANCIAL
ASSESSORS PROPOSAL
HOW ARE WE CURRENTLY
MANAGING ASSESSMENT
PROCESS @ PTCL

Talent Onboarding
Hiring Plan Engagement
Talent Assessment Orientation

Competency Based Interviews

Program (for all) Probation /
Requirement Advertisement 3 Development
Digital Assessment
1 2 Center (MTs only) Plan 4
HOW ARE WE CURRENTLY
MANAGING ASSESSMENT PROCESS
@ PTCL - OPPORTUNITIES
STRATEGIC BENEFITS OF ASSESSMENT
CENTER
 ASSESSMENT CENTER ACTIVITIES
01. Analysis
Requires participant to analyze a large amount of information
usually written in the form of a case study about an organization.
The participant has to come up with a series of actions or
recommendations either in a written report or oral presentation
02. In-tray
Simulates the contents of a typical in-tray. Participants are presented
with a variety of items in the form of letters, emails, memos, reports
etc. The participant is required to make decisions on what action to
take on each of the items. This may involve writing responses,
communicating decisions or delegating items.
03. Coaching
Requires participant to analyze a large amount of information usually
written in the form of a case study about an organization. The
participant has to come up with a series of actions or
recommendations either in a written report or oral presentation
*Examples of activities given at the end of the presentation
04. Negotiation
(External/Internal)
The participant meet with a person external to the organization to discuss
and reach agreement on a specific issue. The participant is given
background information about the situation that has necessitated the
meeting then they hold a meeting with the person, played by a role player,
and attempts to come to a satisfactory agreement
05. Group (Assigned/Unassigned)
Unassigned – Each person is given an identical role brief and required to
work with the others in the group to achieve a common goal. This I
sometimes referred to as a co-operative group.
Assigned – Each person is given a different role brief that only he/she has
access to. This is sometimes called a competitive group.
06. Fact Find
A short brief is given to the participant together with information about a
decision they need to make. To enable them to do this, the participant
has time to question a resource person, played by a role player, to
gather information. Once the decision is made, the resource person
challenges the participant to test the robustness of the decision
ASSESSMENT CENTER ACTIVITIES

 Logistics and administration of assessment centre

 Conduct the assessment centre according to the proposed
process
 Validate assessment result against benchmark roles
Run  Write and present assessment report for the candidate
Assessment
Center  Design assessment centre and structured interview
training course
 Deliver three day assessment centre and structured
Train
PTCL Assessors interview training
 Completing a benchmark job profiling and analysis exercises
Design  Identify job related and PTCL relevant scenario’s
Assessment  Align LEADERSHIP competencies with scenario’s
Center  Design assessment centre (process, tools, content and
logistics)
 Introduction of SHL

A B C
Global leader in talent Provides tools and data 40+ Years of Experience
innovation that drive stronger, more Representation in more than 150
sustainable business countries and are catering 10,000+
outcomes. organizations including Microsoft,
IBM, NASA, Apple, SONY, Vodafone
etc.
ASSESSMENT CENTER - SCOPE

CXO
Target Levels
EVP
proposed for
GM Assessment Center
SM

Manager

AM
DESIGNING AC - PRIORITIZING PTCL
COMPETENCIES TO BE FOCUSED
DURING ASSESSMENT
Sr. No. COMPETENCIES SM GM EVP
1 GRIT      
2 Learning Agility      
3 Self Awareness      
4 Communication     
5 Stakeholder Management    
6 Planning & Execution     
7 Decision Making    
8 Strategic Excellence    
9 Manages Complexity   
10 Inspire And Build Human Capital     
PTCL ASSESSMENT
CENTER DESIGN -
PROPOSAL 1 2 3
SM GM EVP

Competencies
 Planning & Execution  Strategic Excellence  Strategic Excellence
 Communication  Stakeholder Management  Inspire And Build Human Capital

PTCL
 Stakeholder Management  Decision Making  Decision Making
 Manages Complexity  Manages Complexity  Manages Complexity

 Planning & Organizing  Formulating Concepts &  Formulating Concepts & Strategies
 Presenting & Communicating  Leading & Supervision
Mapping

Strategies
Information  Relating & Networking  Deciding & Initiating Action
 Relating & Networking  Deciding & Initiating Action  Coping with Pressure
SHL

 Coping with Pressure  Coping with Pressure

Coaching
(Role Play) ✓ ✓ ✓
AC Group
Design Exercise ✓ ✓ ✓
Analysis &
Presentation
✓ ✓ ✓
 MAPPING OF COMPETENCIES
WITH RELATED AC ACTIVITIES
  ASSESSMENT CENTER (AC) DESIGN
vel 5) General Manager (Level 4) Senior Manager (Level 3) Level

Competencies Coaching (Role Play) Group Exercise Analysis & Presentation Total No. of Available Activities
Stakeholder Management 2 1 - 3
Communication 2 1 - 3
Planning & Execution X 1 X 1

Manages Complexity 2  X X 2

Decision Making 2 - 2 4
Stakeholder Management - 1 1 2
Strategic Excellence 1 X X 1

Manages Complexity 1 - 2 3

Decision Making 1 2 2 5
Inspire & Build Human
Capital
1 1 2 4
PTCL ASSESSMENT
CENTER ACTIVITIES
AVAILABLE & NEW
1 2 3
REQUIREMENT
SM GM EVP

Competencies
 Planning & Execution  Strategic Excellence  Strategic Excellence
 Communication  Stakeholder Management  Inspire And Build Human Capital

PTCL
 Stakeholder Management  Decision Making  Decision Making
 Manages Complexity  Manages Complexity  Manages Complexity

 Planning & Organizing  Formulating Concepts &  Formulating Concepts & Strategies
 Leading & Supervision
Mapping

 Presenting & Communicating Strategies

Information  Relating & Networking  Deciding & Initiating Action
 Relating & Networking  Deciding & Initiating Action  Coping with Pressure
SHL

 Coping with Pressure  Coping with Pressure

Coaching
2 3 5 2 0 2 ? ? ?
(Role Play)
AC Group
2 1 3 1 1 2 ? ? ?
Design Exercise
Analysis &
Presentation
2 1 3 2 0 2 ? ? ?

Available Required Total

MAPPING OF AC
ACTIVITIES WITH JOB
LEVELS 1 2 3
SM GM EVP

Competencies
 Planning & Execution  Strategic Excellence  Strategic Excellence
 Communication  Stakeholder Management  Inspire And Build Human Capital

PTCL
 Stakeholder Management  Decision Making  Decision Making
 Manages Complexity  Manages Complexity  Manages Complexity

 Planning & Organizing  Formulating Concepts &  Formulating Concepts & Strategies
 Leading & Supervision
Mapping

 Presenting & Communicating Strategies

Information  Relating & Networking  Deciding & Initiating Action
 Relating & Networking  Deciding & Initiating Action  Coping with Pressure
SHL

 Coping with Pressure  Coping with Pressure

Coaching ⇢ Manzi-Hadden ⇢ Balcon Bank

⇢ Glebel Coaching
(Role Play) ⇢ Passel Beech Valley ⇢ Passel Coaching
AC Group ⇢ Legacy Group
⇢ Banco Damasco Group
⇢ Teletravel
Exercise ⇢ The Launch ⇢ Glebel Group
Design
Analysis & ⇢ Alvsen Hakkanda ⇢ Drachen Airways
Presentation ⇢ Alvsen Improvement Project ⇢ Glebel Analysis
⇢ Vorlinden

Available Required Total

ASSESSMENT CENTER
DESIGN COURSE

• Introduction
• Use of Assessment Centers
• Competency models as a foundation of an Assessment Centre
• Overview of job analysis and competencies
• Assessment Centre methods and values
• Centre Design and implementation
• The Assessment Center matrix
• Integration of evidence
• Exercise design principles
• Making Development Centers more developmental
• Reviewing and validating Assessment Centers
• Fair selection
• Linking Assessment Centers to business benefits
• Return on Investment of Assessment Centers.
ASSESSMENT CENTER –
ASSESSOR COURSE
Introduction
• Why assessment centers
• Understanding competencies
• Job Analysis –the route to competencies
• What’s included in an Assessment Centre
• Your role as an Assessor
Assessor Skills –Part 1
• Observing behaviors
• Recording essential behaviors accurately
• Group Exercises –workshop practice
Assessor Skills –Part 2
• Classification of verbal and non-verbal
behaviors
• Evaluation of responses
• In-tray Exercise –workshop practice
Assessor Skills -Part 3
• Sources of error
• Role-play –workshop practice
• Analysis Presentation –workshop practice
Assessor Skills –Part 4
• Integration
• Wash-up process
• Feedback
• Report writing
ASSESSMENT CENTER –
COMPETENCY BASED INTERVIEW
COURSE

• Identifying competencies for interview

• Appropriate and inappropriate interview questions
• ORCE methodology (Observe, Record, Classify & Evaluate
• Questioning Practice)
• Competency Based Interview practical sessions
• Classify and evaluate interview notes
• CBI and fair selection
FINANCIAL PRPOSAL

PER UNIT PRICE # OF UNITS PRICE ($)

AC DESIGN

Coaching
(Role Play)
Group
Exercise
Analysis &
Presentation

TRAINING A

TRAINING B

TOTAL USD
THANKS!

CREDITS: This presentation template was created by

Slidesgo, including icons by Flaticon, and infographics &
images by Freepik and illustrations by Stories
 FINANCIAL PROPOSAL
Package No. of Delegates Initial Cost Revised Cost

Up to 8 delegates $7,425 $6,750

Indicative
Investment –ASST
No. of Up to 12 delegates $10,890 $9,900
Package Cost
Delegates
Up to 8 delegates $7,425 $6,750
2 Day Face to Face Up to 16 $14,364 Indicative
Assessor Training delegates Investment –A&DC
Up to 12 delegates $10,890 $9,900
2 Day Face to Face
Assessment & Up to 16 $14,364 Up to 8 delegates N/A $3,210
Development Center delegates Indicative
Design Training Investment –CBI
Up to 12 delegates N/A $4,710

*Local expenses including hotel stay etc. were paid by Ufone.

Pricing – Licenses & Mapping
• Rates offered to PTCL
Stage Cost (USD)*

Mapping of PTCL Competencies to SHL Competencies $530

MAP Analysis License –(1 Exercise for 2 Years) $2,400

MAP In-tray License –(1 Exercise for 2 Years) $2,400

MAP Coaching License –(1 Exercise for 2 Years) $2,100

MAP Fact Find License –(1 Exercise for 2 Years) $2,100

MAP Group Exercise License –(1 Exercise for 2 Years) $2,100

• Activities purchased by Ufone

Estimated Cost - Required
No. of Quantity Cost (USD)*
Package Delegates
Indicative Investment – ASST Up to 12 Delegates 24 People $19,800

Indicative Investment – A&DC Up to 8 Delegates 8 People $6,750

Indicative Investment – CBI Up to 8 Delegates 24 People $9,630

MAP Analysis License – (1 Exercise for 2 Years) N/A 1 $2,400

MAP In-tray License – (1 Exercise for 2 Years) N/A 1 $2,400

Total $40,980
Estimated Cost – Premium
No. of Quantity Cost (USD)*
Package Delegates
Indicative Investment – ASST Up to 12 Delegates 24 People $19,800

Indicative Investment – A&DC Up to 8 Delegates 8 People $6,750

Indicative Investment – CBI Up to 8 Delegates 24 People $9,630

MAP Coaching License –– (1 Exercise for 2 Years) N/A 3 $6,300

MAP Group Exercise License –– (1 Exercise for 2 Years) N/A 2 $4,200

MAP Analysis License – (1 Exercise for 2 Years) N/A 1 $2,400

MAP In-tray License – (1 Exercise for 2 Years) N/A 1 $2,400

Total $51,480
Assessment Center – Purchased Activities

Coaching (Role Play) Group Exercise Analysis & Presentation

Level 3

Manager
• Manzi Hadden • Legacy
• Passel Beech Valley • The Launch
Sr. Manager
Level 4

Sr. Manager • Alvsen Improvement

• Balcon Bank
• Banco Damasco Project
• Passel Coaching
General Manager • Alvsen Hakkanda

•
Level 5

General Manager Vorliden

• Teletravel
• Glebel Group • Drachen Airways
• Glebel Coaching
EVP • Glebel Analysis
MAPPING – SHL, PTCL & Ufone Competencies
Sr. No. SHL Competency Framework Xcelerate (PTCL Competencies) Ufone Competencies

1 Deciding & Initiating Action Decision Making  

2 Leading & Supervising Inspire & Build Human Capital Leading from the Front

3 Adhering to Principles & Values GRIT  

4 Working with People   Managing/Developing Others

5 Relating & Networking Stakeholder Management  

6 Persuading & Influencing  

7 Presenting & Communicating Communication

8 Writing & Reporting  

9 Applying Expertise & Technology  

10 Analyzing  
Learning Agility
11 Learning & Researching Self Awareness &
Development
12 Creating & Innovating  

13 Formulating Concepts & Strategies Strategic Excellence

14 Delivering & Meeting Expectations    

15 Following Instructions & Procedures    

16 Planning & Organizing Planning & Execution  

17 Coping with Pressure Manages Complexity  

18 Adapting & Responding to Change   Change Management

19 Achieving Goals & Objectives    

20 Entrepreneurial & Commercial Thinking   Business Acumen

TRAINER
PROFILES
SADEK FARRAG
Senior Consultant
Sadek is a highly experienced Human Resources and Management
consultant with 20+ years of experience in management and strategic
human capital development. He has extensive knowledge in talent
management, organizational change and transformation to support and
drive strategic business goals. He also has wide experience in project
delivery and stakeholder management.

WALID TAWFIK
Senior Consultant
A highly experienced Human Resource Consultant, who
measures talent behaviors, evaluates potential
capabilities, designs assessment solutions, and delivers
bespoke training programs. Understands, analyzes and
meets customers’ expectations, while ensuring high
quality outcomes
   Activities
nager (Level 5) Senior Manager (Level 4) Manager (Level 3) Level Competencies Coaching (Role Play) Group Exercise Analysis &
Presentation
Leading from the front 2 2  -
Managing/Developing Others 2 2  -
Change Management - 2  -

Business Acumen  -
 - 1
Leading from the front 2 1 1
Managing/Developing Others 2 1  -
Change Management 1 -  -

Business Acumen 1

Leading from the front
Managing/Developing Others
Coaching (Role Play)
Change Management
 - 1
1 2 3
1 1  -
Group Exercise Analysis & Presentation
- 2  -
 Coaching (Role Play)

Balcon Bank
Manzi-Hadden Passel Beech Valley Scenario: The participant assumes the role of
Head of Corporate Banking for Balcon Bank.
Scenario: In this exercise the participant
is asked to take on the role of a store
Coaching His/her task is to hold a discussion with one of
Scenario: The participant assumes the his/her direct reports, Jamie Stevenson, the
manager for a branch of a high street
role of a depot manager in a parcel Head of Management Buy Outs, about his/her
shoe shop. He/she is asked to meet with
delivery company. He/she is asked to hold performance. The participant is given
a sales consultant who has exhibited
a review meeting with a night shift information about Jamie’s performance which
some problems. Specifically: absenteeism,
manager. Issues that require discussion includes the results of a recent 360 degree
poor customer service and relationship
include managing crisis situations, feedback exercise; customer feedback; a
issues with another member of staff.
achieving targets, customer focus and member of the team’s exit interview report;
The participant is asked to give the sales
security. This exercise can be used on a some information about the Bank’s strategic
consultant feedback and motivate him/her
standalone basis or in conjunction with priorities and a potential new revenue
to improve his/her performance.
the Passel Beech Valley in-tray exercise. opportunity. He/she must then prepare to hold a
Level 3: First line manager 30 minute meeting with Jamie.
Level 3: First line manager
Role: Store manager
Role: Depot manager Level 4: Middle manager
Exercise administration: 10 minutes
Exercise administration: 10 minutes Role: Business manager
Role play preparation period:
Role play preparation period: Exercise administration: 10 minutes
30 minutes
30 minutes Role play preparation period:
Role play: 20 minutes
Role play: 30 minutes 30 minutes
Role play: 30 minutes
 Coaching (Role Play)
Passel Coaching
Scenario: The participant assumes the role
of a regional manager in a parcel delivery
company, with responsibility for three
depots. He/she is asked to hold a meeting
with one of his/her employees, an account
manager, to discuss a particular customer
issue which has arisen and to review
his/her performance. This exercise can be
used on a standalone basis or in
conjunction with the Passel in-tray
exercise.
Level 4: Middle manager
Role: Regional manager
Exercise administration: 10 minutes
Role play preparation period:
30 minutes
Role play: 30 minutes
Teletravel Glebel Coaching
Scenario: In this exercise the participant
takes on the role of a national sales
Scenario: In this exercise the participant takes
on the role of Managing Director for the Biscuit
manager working for a travel company.
Division of Glebel Food, a fast moving consumer
He/she is required to meet with one of
goods company. He/ she is required to meet
his/her regional sales managers who has
with the recently appointed Marketing Director
been experiencing problems with several
to review his/ her performance over the past 6
members of his/her team and wants some
months. The exercise calls for the participant to
guidance on how to manage these. The
assess the Director’s performance against a set
exercise calls for the participant to guide
of agreed objectives and to guide him/her to
the regional manager in how best to
improve his/her performance in a number of key
coach and develop his/her team. This role
areas, e.g. adjustment of management style to
play simulates a meeting where a senior
suit new team environment, delivery of short
manager has to coach and develop
term objectives versus the longer term and the
a subordinate manager to manage his/her
management of external relationships
team effectively.
Level 5: Executive
Level 5: Executive
Role: Company division managing director
Role: Sales manager
Exercise administration: 10 minutes
Exercise administration: 10 minutes
Role play preparation period:
Role play preparation period:
30 minutes
30 minutes
Role play: 30 minutes
Role play: 30 minutes
 Group Exercise
Legacy Group (Unassigned)
Scenario: Participants assume the roles of a
group of managers working for the legacy
corporation, an organization which owns a
large number of historical sites. The group
are given a number of problems and issues
that they need to discuss and make
recommendations to address. All members
of the group must agree on the
recommendations put forward. Issues
include: the lack of visitor diversity,
problems with the local community and
whether or not to sell some land to a retail
chain for development. At the end of the
discussion period the group is required to
present their findings and the rationale
behind their thinking
Level 3: First line manager
Role: Manager
Exercise administration: 10 minutes
Individual preparation: 5 minutes
Group discussion: 40 minutes
Presentation: 10 minutes
The Launch (Unassigned)
Scenario: Participants represent the UK
marketing team for an international
pharmaceutical company. The task is to
draw up a business case and marketing
plan for the launch of a new product into
Europe. Participants are given information
relating to the new product and its position
within both the company’s existing product
portfolio and the external market. The
marketing plan should include a financial
assessment, covering projected sales,
profitability and anticipated A & P spend.
The exercise also includes an optional
‘update’ (given to participants part way
through the discussion, and aiming to
assess how the team adapts to new
information) that provides information
concerning a competitor’s imminent rival
launch.
Level 3: First line manager
Role: Marketing manager
Exercise administration: 10 minutes
Individual preparation: 20 minutes
Group discussion: 45 minutes
Banco Damasco Group
(Unassigned)
Scenario: Participants assume the roles of
senior managers working for a European
banking group, which recently acquired a retail
bank in Brazil (Banco Damasco). Banco
Damasco has been under-performing, but due
to the severe shortage of potential acquisitions
in Brazil, the European bank decided to go
ahead with the deal. The participants’ task is to
develop a strategy for growing the bank’s
business. They are given background
information about Brazil, the industry, the
banking group, Banco Damasco and options
available for expansion. Participants are asked
to consider how to improve the bank’s current
performance, and to make recommendations
for future market positioning, customer
segments, channels, profitability and
geographic expansion.
Level 4: Middle manager
Role: Senior Manager
Exercise administration: 10 minutes
Individual preparation: 20 minutes
Group discussion: 45 minutes
Presentation (optional): 5 minutes
Group Exercise

Glebel Group (Assigned)

Scenario: The participant takes the role of a board member
for Glebel, a fast moving consumer goods company. An
investment board meeting has been convened to
assess future strategies for improved business performance.
Each participant is championing a specific proposal to bring
to the investment board. The group
must decide which strategies to invest in, aligned to the
company mission and values. Proposals include acquisition
of a drinks brand, diversification in the cakes division, a cost
reduction initiative, a restructure and an international
marketing campaign. The exercise is suitable for up to eight
participants and can be used stand alone or with another
exercise in the Glebel suite.
Level 5: Executive
Role: Board Member
Exercise administration: 10 minutes
Preparation (linked exercise):
20 minutes
Preparation (stand-alone): 30 minutes
Group discussion: 45 minute
 Analysis & Presentation

Alvsen Improvement Project Alvsen Hakkanda

Scenario: The participant takes on the role of a manager
Scenario: In the exercise the participant assumes the role of a
working for Alvsen Pharmaceuticals.The participant has
newly recruited Head of Human Resources working for Alvsen
been seconded to head up the Clinical, Medical &
Hakkanda, an affiliate company of the Alvsen Pharmaceuticals
Regulatory (CMR) function of one of Alvsen’s affiliates and is
group. There are a number of HR issues facing the affiliate and
asked to review the affiliate’s performance, in particular the
the participant is provided with some papers to review,
performance of the departments in the CMR function.
including: an organisational structure chart; a staff engagement
Information available for review includes economic and
survey; headcount and attrition data; correspondence about a
demographic information about the country, as well as an
recruitment issue; sales figures and details of some specific
overview of the healthcare system and healthcare market.
people management issues around which advice is needed.
Internal data given includes the company’s products and
The participant has to analyse the information given to identify
sales figures, plus information about the different functions,
the issues and generate recommendations to address them.
employees, Sales & Marketing and departmental budget.
This exercise can be completed in either presentation or report
The participant is also asked to make suggestions for how
format and is suitable for use with HR professionals.
the affiliate should prepare for a new product
Level 4: Middle manager
launch in 2 years’ time.
Role: Head of HR
Level 4: Middle manager
Exercise administration: 10 minutes
Role: Manager
Analysis: 90 minutes
Exercise administration: 10 minutes
Presentation: 15 minutes
Analysis: 90 minutes
Questioning: 15 minutes
Presentation: 15 minutes
(Report format: 120 minutes)
Questioning: 15 minutes
 Analysis & Presentation

Vorlinden Drachen Airways

Scenario: As the newly appointed strategy and performance
Scenario: The participant takes the role of the newly appointed Head
director for Vorlinden LC, an insurance company offering
of External Communication and PR for Drachen Airways, a low cost
general insurance products (i.e. non-life). Vorlinden is at a
airline that is trying to widen its appeal and attract a broader range of
crossroads and the participant has been recruited to
customers. He/she is provided with a large amount of information
develop a strategy to take the business forward. He/she is
including: revenue figures, market research, external articles about the
provided with information including: the annual
airline industry, a blog and social media posting about Drachen,
financial statement; policy sales/ renewal data; European
Drachen call centre data, an airline consumer survey, correspondence
insurance spend data; board member views; staff turnover
about the current loyalty scheme, proposal about airline lounges,
figures; staff and customer survey; a proposal for
details of the business class service proposal etc. He/she is required to
combining call center operations and details of two
analyse the information provided, make an assessment of the
possible acquisitions. The participant is required to analyze
strengths and weaknesses of Drachen’s current external
the data, summarize strengths and weaknesses, put
communication, suggest a strategy to improve external
forward a strategy and the actions to implement it and
communication, and provide specific suggestions for how the business
present the findings as an oral presentation or written
class service should be launched.
report.
Level 5: Executive
Level 5: Executive
Role: Head of External Communication
Role: Director
Exercise administration: 10 minutes
Exercise administration: 10 minutes
Analysis: 75 minutes
Analysis: 75-90 minutes
Presentation: 15 minutes
Presentation: 15 minutes
Questioning: 15 minutes
Questioning: 15 minutes
Analysis & Presentation

Glebel Analysis
Scenario: The participant takes the role of the newly appointed
Managing Director of a Division of Glebel Foods, a fast moving
consumer goods company. Two of the product Divisions (Biscuits and
Snackfoods), are performing well, but the third is not achieving its
potential. The participant has been appointed to improve results and
take steps to grow the business in that Division. He/she is asked to
review a range of papers including: income statement and forecast;
sales results; customer survey results; a proposal to relocate a factory;
and a leadership audit. The participant is required to analyse the
information, summarise the strengths and weaknesses of the Division
and put forward strategies and actions to maximise performance. The
participant should present his/her findings in the form of an oral
presentation or written report.
Level 5: Executive
Role: Company Division Managing Director
Exercise administration: 10 minutes
Analysis: 75 minutes
Presentation: 15 minutes
Questioning: 15 minutes
THANKS!

CREDITS: This presentation template was created by

Slidesgo, including icons by Flaticon, and infographics &
images by Freepik and illustrations by Stories