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Home | C&L Skills Management | Corporate Skills ;


At C&L Skills Management our passion is your growth. We believe in targeted development for individuals to grow themselves and assist them to contribute their developed skills to their organisation. We deliver organisation specific development programmes i.e. we tailor make our approach to suit the client’s needs which in turn assists us to contextualise our delivery.

With over 20 years’ personal experience our client orientated approach and passion for skills development has proven our success rate. Our dedicated learner support system and quality of delivery helps shape the minds of individuals at all levels in organisations which in turn improves the organisations’ delivery and bottom line.


Strategic and Organisational Management
  • Creating a clear line of sight from the top of the organisation to the front line is critical to the implementation of organisational goals. Everyone in an organisation should have an understanding of what the organisation’s objectives are and how they fit with and contribute to helping achieve these objectives.
Leadership Development
  • Superb leadership is an important factor in business, as it leads to high productivity and engagement from everyone in the organisation.
Corporate Development
  • The transition from innovation laggards to innovation leaders should be the highest priority of all companies. It has become one of the highest priorities to develop a corporate innovation strategy. At the core of this strategy must be a vision of innovation that is created and owned by top management. The strategy should also be available and communicated to all levels in the organisation. The key objective of such an innovation strategy is to help each and every individual employee to think outside the box and to come up with breakthrough ideas.
Talent Management
  • A focus on talent management suggests that leadership is looking ahead, thinking strategically, and recognising the critical contributions that employees will make in the workplace of the future. It is important to start managing talent today to improve the prospects of tomorrow.
Operations Management and Problem Solving
  • Managers play a pivotal role in transforming organisational aims and objectives into performance. They achieve this through the management of people, resources, and plans. Managers are engaged in four core activities: planning, organising, leading, and controlling.
Quality Management, Systems Design, and Policy
  • Quality management is part of management. The quality of your end product is dictated by the way that your company operates. It is therefore part of project initiation that you decide what quality level and standards are required. A quality policy must be defined and then a quality plan developed.
Risk Management
  • Risk management is simply a practice of systematically selecting cost-effective approaches for minimising the effect of threat realisation to the organisation. All organisations have to accept some level of risk, as risk is something that cannot be completely avoided or mitigated.
Change Management
  • Market transparency, labour mobility, global capital flows, and instantaneous communications have had a marked effect on the development and competitiveness on global companies. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told companies in 1999, develop “a culture that just keeps moving all the time.”
Development of Emotional Intelligence and Transactional Analysis
  • Emotional Intelligence is increasingly relevant to organisational development and developingpeople, because the EQ principles provide a new way to understand and assess people’s behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more.Transactional Analysts are specialists in human communication in psychotherapy, relationships, and at work; in particular the transactional methods that people use to progress through their careers and daily lives. The role of a Transactional Analyst is to identify and evaluate the inner ego states of employees of a company and then helping them to improve these inner states to facilitate better communication at various level of a company and in employees’ personal lives.
Corporate Governance Implementation and Management
  • Corporate governance requires effective and responsible leadership to ensure that the company is run ethically, in a transparent and accountable manner.
    Good corporate governance is essentially about effective and responsible leadership, which calls for integrity, transparency, and accountability. Leaders need to define strategy, provide direction, and establish the ethics and values that will influence and guide practices and behaviour to achieve sustainable performance.
Corporate Ethics
  • Ethics is a branch of philosophy that involves systematising, defending, and recommending concepts of behavior in the workplace.
    Employees are attracted to companies that espouse a company Code of Conduct that reflects their beliefs and values. Along with your values, ethics, policies, and company culture, a prospective employee can assess whether he or she will “fit” in your company.
Productive Meeting Procedures and Processes
  • Meetings are often wasted on discussing more irrelevant topics than relevant ones. Changing that trend requires the use of facilitation techniques that will refocus tangent discussions while keeping the group engaged and motivated.
Project Management Development and Services
  • Before project work begins, you need to spend time in up-front planning to make sure that the work is properly understood and agreed to. This is not wasted time or ‘overhead’ time. This is the time the project manager spends ensuring that the project team and the client have common perceptions of what the project is going to deliver, when it will be completed, what it will cost, who will do the work, and how the work will be done.


NC: Business Practice
  • This General Education and Training Certificate: Business Practice is for utilisation by all members of the population. Anyone preparing to become employed, or self-employed, in any business whatsoever would be the persons most likely to be attracted to this qualification. In fact many newly (or not-so-newly) appointed personnel, or struggling entrepreneurs, could benefit from part or all of this qualification. It seeks to embed the six key literacies required by business organisations: Numeracy, Literacy, Entrepreneurial, Financial, Technological and Cognitive.
NC: Management
  • The purpose of the qualification is to build the knowledge and skills required by employees in junior management who have had schooling below NQF level 3. It is intended to empower learners to acquire knowledge, skills, attitudes and values required to operate confidently as junior managers in the South African community and to respond to the challenges of the economic environment and changing world of work.
NC: Business Process and Outsourcing Support
  • This qualification is intended for persons who already work as contact centre and/or business process outsourcing agents or who wish to join the contact centre and/or business process outsourcing industry. The qualification provides an introduction to contact centre and/or business process outsourcing operations. The qualification will equip learners with the underpinning knowledge and skills to be able to supply high quality customer service.
FETC: Project Management
  • The primary purpose of the qualification is to provide learners with:
  • A foundation of basic project management knowledge and skills
  • Competence to be an effective project team member
  • Competence to provide administrative support to a project manager and team members
  • Competence to provide assistance to a project manager of medium to large projects
FETC: Management
  • This qualification is intended for junior managers of small organisations, junior managers of business units in medium and large organisations, or those aspiring to these positions. Junior managers include team leaders, supervisors, foremen and section heads.
FETC: Contact Centre Operations
  • This qualification serves as an entry qualification for any person who wants to move into contact centre operations and management.
FETC: Business Administration Services
  • This qualification is for any individual who is or wishes to be involved in the administration function within any industry or non-commercial venture/organisation.
FETC: New Venture Creation
  • This qualification is intended for persons who wish to start, operate, manage, and grow a new small-to-medium business venture. Learners attempting this qualification will be equipped with a variety of technical, business, managerial, and personal skills and strategies to help them succeed in the creation and sustenance of a business. The successful learner will develop a sound foundation for the application of these skills and knowledge to explore a diverse range of entrepreneurial opportunities.
NC: Management
  • A person acquiring this qualification will be able to manage first line managers in an organisational entity. First line managers may include team leaders, supervisors, junior managers, section heads and foremen. The focus of this qualification is to enable learners to develop competence in a range of knowledge, skills, attitudes and values including:
  • Initiating, developing, implementing, and evaluating operational strategies, projects, and action plans, and where appropriate, recommending change within teams and/or the unit so as to improve the effectiveness of the unit.
  • Monitoring and measuring performance and applying continuous or innovative improvement interventions in the unit in order to attain its desired outcomes, including customer satisfaction, and thereby contributing towards the achievement of the objectives and vision of the entity.
  • Leading a team of first line managers, by capitalising on the talents of team members and promoting synergistic interaction between individuals and teams, to enhance individual, team and unit effectiveness in order to achieve the goals of the entity.
  • Building relationships using communication processes both vertically and horizontally within the unit, with superiors and with stakeholders across the value chain to ensure the achievement of intended outcomes.
  • Applying the principles of risk, financial, and knowledge management and business ethics within internal and external regulatory frameworks in order to
    ensure the effectiveness and sustainability of the unit.
  • Enhancing the development of teams and team members through facilitating the acquisition of skills, coaching, providing career direction, and capitalising on diversity in the unit.
FETC: Automotive Sales and Support Services
  • This qualification focuses on developing the skills and knowledge necessary to perform as a competent person in the automotive sales industry. It also provides learners who have gained relevant experience in the workplace with an opportunity to obtain credits through an RPL process.
NC: Quality Management Systems
  • This Qualification is intended to develop the appropriate skills and knowledge required by a person who wishes to pursue a career as a Quality Manager. The function of such a person is to assist the Quality Specialist in the performance of those tasks and activities that would lead to the effective maintenance and improvement of a service delivery, manufacturing, production or construction processes.


Presentation Skills
  • Using verbal/oral communication skills to make an effective presentation
  • Using non-verbal communication effectively to reach an audience
  • Using and maintaining good poise during a presentation
  • Handling questions and overcoming any objections effectively
  • Understanding the effects of HIV/AIDS on the immune system
  • Knowing how HIV/AIDS is transmitted
  • Knowing what behaviour is safe and what behaviour caries the risk of HIV/AIDS transmission
  • Knowing what guidelines and assistance are available to support workers with HIV/AIDS and recognise own role in creating a caring work environment
  • Understanding the implications of the HIV/AIDS pandemic for society, the economy, a business sub-sector, an organisation and a specific workplace
Stress Management
  • Describing stress in personal life and work situations
  • Analysing the causes of stress in personal life and work situations
  • Describing reactions to stress
  • Applying strategies to manage stress in personal life and work situations
  • Demonstrating understanding of the relationship between values, ethics, and organisational culture and its impact on achieving goals and objectives
  • Applying the concept of corporate ethics to a unit
  • Analysing the unit in relation to the principles of corporate ethics
  • Formulating recommendations for promoting organisational values, the code of conduct and ethical practices within a unit and entity
  • Analysing own unit in terms of opportunities for innovation
  • Demonstrating understanding of the techniques that promote creativity
  • Developing a plan for creating an environment conducive to innovation
  • Leading a team through a creative thinking process
Finance for Non-financial Managers
  • Interpreting financial statements
  • Drafting financial forecasts
  • Drafting budgets according to operational plans of the unit
  • Supervising the financial management of a unit against given requirements
Risk Management
  • Demonstrating an understanding of business processes and potential risks to a unit
  • Identifying potential risks and assessing the impact thereof in a unit
  • Developing contingency plans for managing risk
  • Testing and revising contingency plans
Corporate Governance
  • Explain the responsibilities of the different role players
  • Prepare information concerning practical aspects of corporate governance and accountability
  • Demonstrate knowledge of risk management elements related to corporate governance
Meeting Procedures
  • Identifying the intended audience for the communication
  • Identifying the purpose of a text
  • Selecting the appropriate text type, format, and layout for the purpose
  • Organising and structuring a technical text appropriately
  • Using appropriate grammar conventions
  • Drafting and editing a technical text
  • Recognising errors and checking for accuracy
  • Presenting the same information in different ways
  • Using plain language in business
Emotional Intelligence
  • Liaise and network with internal and external stakeholders
  • Devise and apply a strategy to establish constructive relationships with manager(s)
  • Identify and minimise personal conflict in a unit
  • Devise and apply a strategy to establish constructive relationships with team members in a unit
  • Demonstrate knowledge and understanding of the principles and concepts of emotional intelligence in respect of life and work relations
  • Analyse the role of emotional intelligence in interpersonal and intrapersonal relationships in life and work situations
  • Analyse the impact of emotional intelligence on life and work interactions
  • Evaluate own level of emotional intelligence in order to determine development areas
Change Management
  • Recognising areas in need of change
  • Making recommendations for change
  • Implementing change
  • Demonstrating knowledge of and insight into the need for change within the context of environment change
  • Analysing an area requiring a change process
  • Selecting a model for implementing a change management process
  • Formulating recommendations on implementing the change process
Strategic Management
  • Developing an operational plan for a unit
  • Implementing an operational plan
  • Monitoring, measuring and evaluating the achievement of goals and objectives
  • Developing a strategy for the department/division
  • Developing action plans for the department/division
  • Implementing action plans
  • Reviewing action plans
Strategic Marketing
  • Monitoring the marketing environment and determining variables for marketing activities
  • Distinguishing the role of marketing research and marketing information systems in
  • investigating and understanding the operations of the market place
  • Distinguishing characteristics of major markets
  • Identifying influences on consumer behaviour in relation to marketing activities
  • Analysing data and marketing information
  • Interpreting data and marketing information
Problem Solving & Decision Making
  • Demonstrating knowledge of and insight into the need for change within the context of environment change
  • Analysing an area requiring a change process
  • Selecting a model for implementing a change management process
  • Formulating recommendations on implementing the change process
  • Applying critical and analytical skills to analyse an issue or problem
  • Engage with stakeholders in analysing the issue/problem and developing solutions
  • Selecting feasible solutions through a systems approach
  • Formulating and communicating the decision
Business Planning
  • Identify, gather, and analyse the relevant information needed to compile a business plan
  • Formulate an ethical framework for the operational plans of a new venture
  • Establish and prioritise business, financial and/or operational goals and objectives for a new venture
  • Design and present business, financial and/or marketing plans based on a budget for a new venture
  • Explain the criteria of a price setting policy for a new venture
  • Analyse internal and external factors that impact upon pricing decisions
  • Demonstrate an understanding of the relationship between costs, revenue, and profits
Essentials of Project Management
  • Explain the nature of a project
  • Explain the nature and application of project management
  • Explain the types of structures that are found in a project environment
  • Explain the application of organisation structures in a project environment
  • Explain the major processes and activities required to manage a project
  • Participate in the estimation and preparation of cost budget for a project or sub project and monitor and control actual cost against budget
  • Reviewing action plans
Leadership & Talent Management
  • Analysing education, training, and development needs of members of a unit
  • Recording the results of the training needs analysis
  • Compiling a people development plan for a work unit
  • Managing the implementation of a people development plan for a unit
  • Explaining the concept of leadership
  • Differentiating between leadership and management
  • Analysing and comparing leadership theories
  • Applying the different roles and qualities of leadership in a work context
  • Formulate performance standards for team members in a unit
  • Establish systems for monitoring performance
  • Prepare for a performance review of a team member
  • Conduct performance review interview
  • Recognise team member performance
  • Encourage participation in decision making
  • Delegate tasks
  • Review decisions and performance of delegated tasks

Tell: +27 (012) 534 3711 / +27 (012) 534 3712
Email: ciskad@clskillsmanagement.co.za

485 Hanny Street, PTA Gardens, Pretoria, 0082
C&L Skills Management is a SETA accredited provider.

C&L Skills Management

Tell: +27 (012) 377 3306 Email: ciskad@clskillsmanagement.co.za 485 Hanny Street, PTA Gardens, Pretoria, 0082 C&L Skills Management is a SETA accredited provider.