Soft Skills TNA All Topics for Reviews

Candidate Info

Employees Name 1

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Department 3

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Telephone 5

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Manager 7

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http://www.mousetraining.co.uk

Softskills Employee RecordClick the tabs at the bottom for information on the courses offered. Alternatively, use the hyperlinks to view the questions for each

application. These forms are designed to help select the appropriate length and level of training required. Then just email back your responses and we will do the rest.

http://www.mousetraining.co.uk/

Tick Relevant Course Category's) Result

Project Management 144

Time Management 146

Management Foundation 130

Negotiation Skills 120

Customer Services 110

Impact & Influence 147

Report Writing 96

Budgeting & Commercial Awareness 121

Total 1014


Softskills Employee RecordClick the tabs at the bottom for information on the courses offered. Alternatively, use the hyperlinks to view the questions for each

application. These forms are designed to help select the appropriate length and level of training required. Then just email back your responses and we will do the rest.



Softskills Employee Record


Page 4 of 22

Training Needs Analysis

Project Management

A Strongly Disagree I strongly Disagree with the statement

B Disagree I disagree with the statement

C Don't Know I neither agree nor disagree with th statement I am neutral

D Agree I agree with the statementE Strongly Agree I strongly agree with the statement

User Name:

Dept/Section:

Topic A B C D EDisagree Don't Know Agree

I am an experienced and effective project manager

I am unsure how effective I am in project management

I need to improve in all areas of management

I will be involved with project management in the near future

I want to be able to communicate my vision and message with precision

I love planning either alone or with my team

Planning is a waste of time because disruption happens hourly

A project manager is only as good as his/her team

Scope and objectives are undefined but all becomes clear in the end

I structure time lines and schedules well

My last project produced the desired output and the team was congratulated

My last project did not produce the desired output and I do not know why

My last project did not produce the desired output and I know why not

I want to clearly communicate goals, responsibility and expectations

I want to clearly communicate performance and feedback

I want to improve the quality of our management meetings

I have a difficult but valuable team member that I want to connect with

I need to be more professional

Cost, time and quality have equal importance in every project

Cost is the most important factor in my projects

Time is the most important factor in my projects

Quality is the most important factor in my projects

I insist that key project team members attend Time Management courses

I want to be able to handle change while managing a project

I ignore risk management and always hope for the best

Tracking and reporting is a fundamental necessity in project management

I do not need to track my team, their heroics always get the job done in time

Enthusiasm is contagious and effective leaders know it

I understand what my SMART goals are

At MTCTS, we endeavour to treat all delegates in an individual way and therefore ask you to fill in this form so that we are able to put together a course that is most suited to you.

For each question you are given the choice of 4 responses labelled A-D. Please choose one response that most accurately describes your response for each topic. Please note that this is not a test.

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Page 5 of 22

Topic A B C D EDisagree Don't Know AgreeStrongly

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Problem solving is essential when managing a project

Communication is the key to good project management

Communication is always the block within all my projects

Gantt Charts are invaluable

I am cool under pressure

I cannot handle pressure and then make bad judgements

I cannot let the team know when there are problems as this is my responsibility

Teambuilding is essential to deal with the unexpected

I do not have a leadership style - I just tell 'em!

I encourage different team player types to get the balance right

I can delegate effectively

I cannot delegate at all, so the team goes home and I stay late

I need to be seen to be capable and competent

I know the difference between empathy and sympathy

I try and evoke a "can do" attitude in my project team

A leader must "walk the talk" and in the process earn trust

Thank you for completing the form, please write below any comments you may have.

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Page 6 of 22


Time Management





User Name:

Dept/Section:


I have difficulty thinking about the future and setting long-range goals.

My long-range goals are too far in the future to predict a time frame for completion.

I file things for future reference but often forget to refer to them later on.

I grab odd, spare bits of time in order to chip away at relatively complex tasks.

I handle a glut of information by categorizing things and deal with them when I have a chance.

I put decisions and problems on “hold” until I have a block of time to give to them.

My intentions—my plans and goals—are my own business. I rarely announce them to others.

I know where I want to be in 5 years; deciding how to get there is the hard part.

I do what I have to do at the time; it’s confusing to think about tomorrow or next week.

Making daily or weekly lists makes me feel overwhelmed.

I am often too busy to plan each week’s schedule.

I always have to alter my schedule, so I often don’t bother to create one.

Making a “to-do” list is a waste of time.

Writing down a “to-do” list is a waste of time/paper; I keep a “to-do” list in my head.

I can make a list, but I find it difficult to decide in what order to do things.

When I have many tasks to complete, I plunge into any one in order to get started.

I like to work my way into difficult or boring tasks by doing the easier ones first.

I don’t think about my peak energy time; I have to perform well all of the time.

Things often take longer than I plan, so I seem to be in a perpetual state of “catch-up.”

I tend to procrastinate since I work better under pressure.

I make plans/ and time for tasks but don’t usually use it as planned; other things seem to get in the way.

I usually run to answer the telephone when it rings.

Most major household/office responsibilities seem to fall on my shoulders.

Piles of paper in my house/ office are getting out of control.

I usually say “yes” when I’m asked to be on a committee, bake a cake, do some optional overtime, etc.

Others don’t do things as I like them done, so I do them myself.

I often solve other people’s problems.

Each time I start something, I seem to be interrupted by family, friends, co-workers.

People and situations to whom I am responsible really do make demands on my time.

I seem to add to instead of eliminate activities.

I will not lower my standards just to save a bit of time.

my schedule is always overbooked

I have a hard time saying no

I’m always in a hurry, or am feeling too much time pressure

I feel like there isn’t enough time in the day to get everything done

I have too many interruptions and can't keep everyone out of my office

Yes, I’m good at scheduling my days and weeks

I have systems for filing, management information and communication.

It's tempting to do something myself when I think I can do it faster and better

I get so much done in those few days before a holiday


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charis:please delete this bit of fluff. Nonsense.

B54

charis: please delete this bit of fluff. Nonsense.

Page 7 of 22


DisagreeStrongly

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I always tidy my desk

I make notes about what needs doing tomorrow and prioritise those tasks

I have more on my 'to do' list than what can get done

Know what I should be doing but just can't seem to get around to doing it

Want more 'life' in my 'work/life' balance?

I wish I could feel less frustrated and overwhelmed

I wish I could feel more in control and more fulfilled

I often do a task to avoid something else


I feel frustrated at the end of the day and haven't done half the things I wanted to do

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Page 8 of 22


Customer Service





User Name:

Dept/Section:


People can often lose their temper when talking to me on the phone.

I find difficult people very hard to deal with

Using the telephone causes me some anxiety

I often feel like saying 'I didn't deal with this'

I sometimes suggest they write in because they can't explain their query coherently

I find it hard to maintain a enthusiastic and friendly tone on the telephone.

Because I am listening on the phone or in a meeting to what is being said I don’t always take notes.

I often find people interupt me when I am on the phone or in a meeting

I don’t always manage to get the speaker’s name and telephone number.

I don't always get the order number so the complaint can be checked.

I often feel disloyal to my organization if I sympathise with the customer's plight

If the company is at fault I always apologise.

I never give excuses when things go wrong. The truth is always the preferred option

If I promise something (e.g. to call back) - I always do it

I often feel like saying 'it's not my fault' when callers ring through to my department

I occasionally find myself automatically accepting liability for an error without realizing it.

I find the longer customers talk on the phone the less aggressive the complaint becomes

I automatically accept liability

I often jump to conclusions too early on in a meeting or call

I find myself talking down to clients suggesting their misuse or mistake

I lose my temper too quickly on the telephone

I appeal for sympathy too frequently after a bad call

I speak calmly and at an even pitch during calls

I keep my temper during a telephone call that has degenerated into a dispute

I respond to customers with aggression when they misunderstand my point of view?

I maintain my patience and good humour

On the phone I have time to write down the facts as I hear them

I use the facts on the phone to bring the customer back to the point

I always manage to avoid making personal remarks on the telephone to customers

I always get to the facts and stay with them

I manage to avoid sarcasm on the phone to clients

I never feel like I am hearing the whole picture

There is never enough time to plan the calls I am making

I often feel there is never enough time to follow up

There is no time to put customers at their ease

I struggle to ask the right questions and summarise caller's responses

I don't think there is any point to customer feedback as it never results in changes




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Page 9 of 22


Mgmt Foundation Skills





User Name:

Dept/Section:


I possess excellent managerial skills

I feel that I do not manage but instead I am part of a team

I have been told that my management style is lacking

I cannot manage because there are potential problems everywhere

I often wonder how emotions affect my performance and that of my team

I manage a team of twelve or less

I manage a department of 20 +

I report to one person

I report to a board of directors

I need general management skills following an appraisal

I need general management skills following promotion

I need general management skills following re-structuring

I want to know how I can motivate

I have a difficult but valuable colleague that I want to communicate with

I need skills in performance coaching

I run an effective team

I think I know my team

I feel that to be a good manager I need all the answers

Disruptive people can't possibly be getting anything out of their role

I value what people think of me - credibility is most important

I value what people think of me and need to be liked at all costs

I just want tasks done, I don't care how I am perceived

I want to know how to cope with anger in the workplace

I respect and seek input from my team

I want to develop a mature and ethical approach to management


I want to improve the quality of our management meetings

Social time is important for the team so I encourage this

I find it difficult to handle people who are continually late for work



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Page 10 of 22


DisagreeStrongly

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I make a point of touching base with every member of the team daily

I hold monthly team meetings

Team meetings are impossible - endless dreaming and waffle

Employees should do as they are asked and not question

My team just do not understand that I am a morning person

The office is always empty by four on a Friday and this worries me

I do not know all the answers but will never admit this

Corrective feedback is the only effective feedback

I continually search for strategies to cope with personality types

I strive to add managerial value without formal authority and power

I seek a wider perspective on management and business

I need to recognise good and bad management practice

I want to understand the politics and social dynamics of my organisation

I think I possess Emotional Intelligence and value this quality

Effective communication is the foundation of good management

I am a Leader

I am a Follower


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Page 11 of 22


Negotiation Skills





User Name:

Dept/Section:


My negotiating skills are second to none

I am sometimes unsure how effective my negotiating skills are

There are times when I could have more success in negotiation

I feel that I could not sell ice in a desert!


I think negotiating is a harder form of influencing and persuading

I am so defensive when negotiating - it is always such a fight

I can always read the other person

I can never read the other person

I don't care if I can read the other person or not, he/she must simply agree

Trust and respect have nothing to do with negotiating

Successful negotiations have always involved seeing the other point of view

I like to get personal, they are more likely to agree to my demands

I never get personal, it always clouds my judgement

I care about the deal, but hate to show any emotion

I try to ensure that everyone has an interest in the success of the negotiation

I need a set of negotiation tools to fall back on when emotions rise

I know my organisation's code of conduct when negotiating

I do not understand what a 'Win Win' situation is

I fall down by not identifying negotiating limits before starting the process

I need to exercise pressure but sometimes this turns into coercion

I wish I could have a glossary of alternative ways to say "no"!

The more I need to secure the deal, the weaker my position

I never let the other side go first

I feel that uniqueness plays an important part in the negotiation process

I hate the "split the difference" stage and normally give in

I never wait to get the agreement to do business, and just jump in

When negotiating I always keep the big picture in mind

When negotiating I never keep the big picture in mind



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Page 12 of 22


DisagreeStrongly

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If I do not have a plan, I rely on AIDCA

I do not understand the acronym AIDCA

When negotiating I want to know when to walk away - and then come back!

I wish I had more confidence when negotiating

I don't have enough patience to play out the game

I like introducing surprises in the negotiating 'dance', it keeps their attention!

Surprises in negotiations do not work, they cause distrust and fear

Any successful negotiation relies on planning and preparation

Any successful negotiation is down to charisma

The strongest personality always wins

I never know how to question/probe without risking hostility

I always stay cool and calm

I am always hot under the collar

I adopt a defensive position

I adopt an offensive position

I remain in the middle of the road and will not deviate


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Page 13 of 22


Presentation Skills





User Name:

Dept/Section:


I need help with a specific problem in this/these areas

I am used to speaking in public

I lack confidence when presenting

I have a fear of speaking in public and avoid it at all costs

My presentation skills are lacking and my career is suffering as a result

I consider myself an assertive person

I am fairly confident but need to deal with those awkward moments/people

I wish I was assertive

I do not want to be assertive, I am happy as I am

I have always been a target for bullies because I like the quiet life!

I use presentations to inform

I use presentations to persuade

I use presentations to amuse and entertain

I use presentations to explain and instruct

A change in my role will mean I will be presenting in the future

My presentations lack structure

I can never say what I want to say

I use Microsoft PowerPoint regularly

I have no idea what PowerPoint is

Before presenting I ensure I am totally prepared

I listen well

I present well but cannot handle interruptions or aggression

My nerves get in the way of presenting

I rely on feedback to improve

I always run through any presentation beforehand

I like to adlib and prefer to present material as a one-off - I never rehearse

I do not understand the value of hand-outs, pictures say it all

I do not want to listen or see presentations. Send me hard copies I can hold

I establish rapport quickly



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Page 14 of 22


DisagreeStrongly

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I always rub people up the wrong way

Strong people intimidate me

I relish difficult situations and normally get my own way

I feel that attention to detail is the key to success

I hate getting caught up in the mundane - I like to see the big picture

I am happy to sit back and let others fly

I always seek the opinion of others

I have always followed my own instinct and made my own judgements

I use different styles of questioning in my communication

I am always defensive

I am always trying to overcome personality clashes

I have good powers of observation

I am interested in some good presentation slide tips

My English is a good standard

I am happy with my grammar and punctuation, but need a dictionary handy!

My slides have been criticised as too wordy


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Page 15 of 22


Inpact & Influence





User Name:

Dept/Section:


I influence well and my presence is effective

I can never influence anyone and this is now halting career prospects

I am unsure how to manage others when attempting to influence

There are times when I could improve on my influencing techniques

I want to be able to communicate my vision with passion and precision

I would like more clarity in my communication

I often engage in open and frank discussion

I struggle giving constructive feedback

I am interested in improving all my communication routes

My bad communication techniques block all processes

People remember my name

People always forget who I am and what I do

I feel I am never in control of my actions and feelings


I hate change

I welcome change

Change can be positive and can motivate

I have no idea why people resist change

I would like to think on my feet and react with any audience more

I want to structure all my messages for maximum impact

I want to travel beyond fear into positive and powerful energy

I want to influence not 'railroad'

Leaders always deliver good business results

I attempt to influence but end up just 'telling'

I have a difficult but valuable colleague that I cannot communicate with

I generally adopt an aggressive behaviour style when trying to influence

I am regarded as submissive and am never taken seriously

I am assertive most of the time and this seems to earn respect

I need to listen more



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Page 16 of 22


DisagreeStrongly

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I cannot get a straight answer out of my team members

I cannot handle criticism

I have been told that my body language lets me down

I want to know how to build better rapport with people

I want to understand why those first impressions are so important

I have no idea how I am influenced and therefore can't influence others

I want to understand different communication styles and preferences

I think 'influencing' is just another word for 'bullying'

I think I manage good rapport but never know when to move things on

I get uncomfortable when influencing moves to the 'Close'

I hate influencing and never look back at past mistakes

I successfully influenced that last challenging person within my role

I failed to influence the last challenging person within my role

I have no idea whether I influenced the last challenging person within my role

I need a tool to gauge how and when to influence and persuade

I need people to notice and respect me


A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

Page 17 of 22


Report Writing





User Name:

Dept/Section:


All my report and business writing is effective

My report and business writing has room for improvement

I am unable to structure my reports effectively

I avoid all report writing and do not have this skill

I have literacy and IT skills

I regularly use the internet for research and emailing

I write reports monthly

I struggle with grammar and punctuation

I have attended writing courses which were very useful

I feel that I have good communication skills

I often suffer from writer's block

I am unclear how my reports should be structured

I think my business writing lets me down

I cannot communicate well face to face and need good report writing skills

I do not understand the value of good business writing techniques

People appear not to read what I write

I am told that my writing is easily understood

My writing is dull and boring

I have been told that I write in an "old school" style

I have been guilty of over-padding in my reports

I admire effective structure and strong headings but struggle with these

I can't spell

People are not interested in grammar and attention to detail

I love to use jargon and acronyms because it makes me feel important

I never let anyone check my work. I am very private

There is no point editing. If you can't get it right the first time, forget it

I always use a structured template for any report writing

I don't know how to get all the ideas from my head into a report

I need help with other business writing including minutes, letters and emails



Strongly Disagree

Strongly Agree

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

Page 18 of 22


DisagreeStrongly

Agree

I would never use humour in any piece of business writing

I write reports to sell

I write reports to evaluate and appraise members of my team

I write to influence and persuade

I do not know where to start!

All my report writing is technical and for fellow specialists

I would like my report writing to entertain

I know what a passive verb is

I find myself slipping into cliches in my business and report writing

I never use visuals in my report - I prefer the written word

I always follow our house style

I have no idea what our house style is

Once my report has been circulated it goes out of my mind

I think it is important to evaluate the effectiveness of a document

I delegate report writing to my PA-I give him/her the gist and she/he creates

I never write reports - I send all my information in emails


A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

C D

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

Page 19 of 22


Budgeting & Commercial Awareness





User Name:

Dept/Section:

Topic A B CDisagree Don't Know

Are you aware that your actions as a manager affect the Below

Budgeting

Commercial awareness

The key factors that influence business stability

What makes a business successful

The PEST analysis process

Risk assessment (measures/warnings/symptoms/causes)

Essential purchasing

Essential selling

Legal essentials - The Law of Contract

Key legislation

Termination and dispute resolution

Commercial contract management

Financial essentials

Balance sheets

Cash versus Profit

Investment appraisal

Commercial risk management

Negotiation essentials

Basic accounting records

Financial statements

Cash flow and cash management

Planning the budget



Strongly Disagree

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

Page 20 of 22

Topic A B CDisagree Don't KnowStrongly

Disagree

Budget cycles

The Corporate Plan

Budgeting methods

Zero/priority based budgets

Review of the budget

Responding to the figures

Cost definitions

Full absorption costing

Overheads

Overhead allocation or absorption

Activity based costing

Marginal costing/break-even - used in planning

Costing for control - standard costing

What the figures reveal

Understanding and interpreting accounts

Analytical review (ratio analysis)

Return of capital

Net profit %

Asset turnover

Fixed asset, debtor and stock turnover

Responding to the figures

Depreciation


A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

A B

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

C

Page 21 of 22

I strongly Disagree with the statement

I disagree with the statement

I neither agree nor disagree with th statement I am neutral

I agree with the statementI strongly agree with the statement

D EAgree

At MTCTS, we endeavour to treat all delegates in an individual way and therefore ask you to fill in this form so that we are able to

For each question you are given the choice of 4 responses labelled A-D. Please choose one response that most accurately

Strongly Agree

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

E

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E

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Page 22 of 22

D EAgree Strongly

Agree

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

D

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

E

Date post:	14-Nov-2014
Category:	Documents
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