Overview: This module focuses on how to build a strong, risk-aware supplier base from day one, with better visibility, stronger checks, and smarter decisions in uncertain environments. Key Topics: 1. Pre-qualification with risk and reliability lens 2. Due diligence beyond basics: financial + operational + disruption exposure 3. Compliance in a tightening regulatory environment 4. Embedding risk checkpoints into onboarding workflows 5. Introduction to digital tools for supplier screening and tracking Outcome: Participants will be able to select suppliers more confidently, reducing future disruptions by strengthening the foundation of supplier relationships. Interactive Activity: Participants will evaluate supplier onboarding decisions under a disruption scenario, forcing real-time judgment calls.

Overview: This module focuses on where to focus, who to monitor, and how to act before problems escalate. Not all suppliers deserve the same attention, especially in times of disruption. Key Topics: 1. Segmentation based on value + risk + criticality 2. Supplier mapping for better control and visibility 3. Identifying early warning signals in unstable markets 4. Risk-based prioritization: focus where it actually matters 5. Using basic analytics and data points for smarter decisions Outcome: Participants will learn how to focus efforts on the right suppliers, reducing risk exposure while improving efficiency. Interactive Activity: Participants will prioritize suppliers in a high-pressure scenario with limited data, simulating real-world ambiguity.

Overview: This module connects performance, collaboration, and risk management into one practical approach. Performance management today is about continuity, responsiveness, and resilience. Key Topics: 1. 360° performance tracking including risk and continuity indicators 2. Moving from scorecards towards actionable insights 3. Supplier collaboration for problem-solving 4. Using performance data to strengthen resilience           5. Role of digital tools in monitoring and visibility Outcome: Participants will be able to manage suppliers proactively, improving performance while reducing the impact of disruptions. Interactive Activity: Participants will respond to a supplier performance breakdown scenario, making decisions under pressure.

Overview: This module provides a practical, no-jargon view of how technology is changing SRM, helping participants understand what truly matters, what to ignore, and how to start using digital tools to improve visibility, reduce risk, and strengthen supplier management in a disrupted environment.  Key Topics: 1. What’s Changing in SRM: How automation, AI, and digital platforms are reshaping supplier management, risk visibility, and decision-making. 2. From Reactive to Proactive: Using dashboards and real-time data to identify risks earlier and improve supplier responsiveness. 3. Cutting Through the Hype:Understanding what technologies actually deliver value vs. what is overcomplicated or unnecessary at this stage. 4. Practical Use Cases: Application of technology in SRM such as supplier tracking, performance dashboards, and risk monitoring tools. Outcome: Participants will gain a clear understanding of how technology can support better supplier management decisions, enabling them to take simple, practical steps toward improving visibility, reducing risk, and building resilience in their supplier base. Interactive Element Participants will evaluate different technology options in a real-world scenario, deciding what to adopt, what to ignore, and how to prioritize based on business needs and constraints.

• Understand why emotions influence behaviour, decisions, and relationships • Recognise the impact of emotional reactions on performance and communication • Understand how emotions spread within teams and take personal responsibility for

• Move beyond ‘stress’ to accurately identify emotions • Expand emotional vocabulary for better self-understanding • Understand how naming emotions helps reduce intensity and improve control

• Use structured writing to process challenging situations • Clear mental clutter and gain clarity on what is actually happening • Manage internal dialogue more effectively using three targeted cognitive strategies

• Understand when and how to express emotions in a professional setting • Identify safe and effective ways to share concerns • Build supportive and constructive workplace conversations

• Understand the role of flow in maintaining focus and performance • Use productive distraction to reset and recharge • Apply practical strategies to manage emotional fatigue during the workday • Use simple techniques to pause and regain control in difficult moments • Improve focus and presence during conversations • Respond thoughtfully instead of reacting impulsively

• Understand the link between lifestyle habits and emotional control • Identify small, practical improvements in daily routines • Balance personal responsibility and organisational support

• Work through realistic workplace scenarios involving pressure and conflict • Select the right strategies in the right situations • Understand how different tools work together

• Identify individual emotional triggers and response patterns • Select practical strategies to apply immediately • Create a simple, actionable plan for workplace and daily-life situations

Why analytics investment often fails to deliver strategic impact Key themes • The “data-rich, decision-poor” reality in many organisations • Why insights are interesting but not actionable • Why intuition and hierarchy often override analytics Interactive element • Insight-to-Action Review: Participants assess real examples of reports and ask, “What strategic decision does this actually support?” Learning outcomes • Participants will be able to: • Diagnose why analytics fail to influence strategy • Distinguish between insight generation and decision enablement • Identify gaps in their organisation’s use of consumer data

The last mile between insight and leadership decision-making Key themes • Translating analytics into strategic language • Misalignment between analytics teams and decision-makers • Cognitive and organisational biases affecting leadership decisions Scenario-based discussion • The Disconnect: A facilitated role-play illustrating how insights lose impact at senior levels Learning outcomes Participants will be able to: • Recognise structural and behavioural barriers to insight adoption • Reframe insights to support strategic dialogue • Challenge confirmation bias and selective data use

What successful organisations do differently Key themes • Decision-led analysis: starting with the strategic choice, not the data • Converting insights into strategic options and trade-offs • Linking consumer understanding to portfolio, brand, and channel decisions Case discussion • Strategic Pivot Case: How organisations realign strategy based on consumer behaviour shifts Learning outcomes Participants will be able to: • Structure insights around strategic decisions • Translate consumer understanding into clear strategic options • Improve alignment between insight teams and strategy owners

Moving from hindsight to informed anticipation Key themes • Difference between forecasting, prediction, and anticipation • Identifying early signals and emerging consumer patterns • The role of predictive analytics and AI as decision-support tools (not decision-makers) Scenario exercise • Future Market Simulation: Participants explore how early signals can inform strategic bets under uncertainty Learning outcomes Participants will be able to: • Identify early indicators of consumer behaviour shifts • Use predictive insights responsibly to inform strategy • Make better strategic decisions when data is incomplete

Avoiding costly mistakes in analytics-driven decision-making Key themes • Vanity metrics vs meaningful indicators • Over-reliance on AI outputs without business judgement • Ethical, governance, and accountability risks Interactive exercise • Red Team Challenge: Participants stress-test insights and assumptions to uncover blind spots Learning outcomes Participants will be able to: • Identify misleading metrics and flawed insights • Ask better questions of analytics and AI outputs Strengthen governance and decision accountability

• Use VBA macros to automate recurring FP&A reports. • Create Excel Tables with structured references for cleaner, scalable formulas. • Apply dynamic array (spilling) functions such as FILTER, SORT, UNIQUE. • Combine automation and formulas to produce flexible, dynamic management reports.

• Automate data cleaning, merging, and transformation across multiple sources. • Consolidate Excel, CSV, and database files into a single pipeline. • Build refreshable queries that support month-end and forecast cycles. • Handle errors and apply best practices for data quality and consistency.

• Build financial data models in Excel or Power BI for connected analysis. • Create relationships between tables and define calculated fields. • Design PivotTables and PivotCharts linked to data models for dynamic analysis. • Apply common finance metrics (budget variance, trend, ratio analysis).

• Develop interactive dashboards using slicers, drill-through, tooltips, bookmarks, and navigation buttons. • Apply DAX time-intelligence functions (YTD, MTD, QTD, prior period comparisons). • Design KPI visuals and variance charts for management storytelling. • Ensure clean, readable layouts for financial audiences.

• Publish datasets and dashboards to Power BI Service. • Use Dataflows to centralize and reuse Power Query transformations. • Organize content with Workspaces and Apps for secure collaboration. • Introduction to Paginated Reports for print-ready packs. • Capstone Project: Build and publish a complete FP&A dashboard.

Reflect on the shift from private to public, permanent, and interpreted digital communication.

Explore how messages are received across cultural, religious, and political lenses. Includes regional and global case studies, discussion prompts, and real-life examples.

Discuss the link between visibility and accountability. Includes patterns like silence = endorsement, tagging, personal opinions, and leadership responsibility.

Practical look at regional regulations, government guidelines, and legal misconceptions. Includes myth-busting quiz and real consequences.

Common issues like reactive posting, oversharing, overconfidence. Why experienced professionals are often at greater risk.

Practical decision-making tools for high-pressure situations. Scenario-based discussion and frameworks for ethical judgment.

Reflection on personal change, risk, and organizational responsibility.

• How cultural values shape workplace behaviour and decision-making • Core belief systems and their influence on communication • Stereotypes, assumptions, and unconscious bias in professional environments • Why experienced professionals still misread situations in Qatar

• Culture as a performance enabler and reputational risk • Applied overview of key cultural frameworks (Hall, Lewis, Hofstede) • Intent vs perception and its impact on professional relationships • Cost of cultural misjudgement on trust and collaboration

• Hierarchy, respect, and professional boundaries • Islamic values and their influence on workplace conduct • Legal compliance vs social and cultural appropriateness • Common mistakes made by long-term residents and senior professionals

• Interaction styles using the Lewis Model • Time orientation: mono-chronic vs poly-chronic cultures • Managing urgency, silence, and expectations across cultures • Typical friction points between Qatari, Arab, Asian, and Western professionals

• Power distance and authority expectations • Blame, apology, and accountability norms across cultures • Managing sensitive conversations while preserving respect and credibility

• Email tone, formality, and cultural signals • Meeting etiquette (in-person and virtual) • Greetings, business card exchange, and first impressions • Risks of informality, humour, and overfamiliarity

• Cultural Intelligence (CQ) as a professional capability • Adapting behaviour without losing authenticity • Practical decision-making framework for culturally sensitive situations

• Key insights for immediate application • Personal reflection and action planning • Open discussion and Q&A

Exploring real-world examples of misunderstood messages, awkward silences, avoidance of conflict, or overuse of formalities. Participants will reflect on where conversations tend to break down at work.  • Activities:  • Small group discussion: 'When was a conversation at work uncomfortable or unclear?'  • Real-time polling on 'Top 5 mistakes people make in business conversations'  Learning Outcome: Participants will be able to recognize patterns in their own conversational behaviors and those of others, especially in a multicultural office environment.

Challenging common beliefs such as:  1. 'Speaking more = sounding smarter'  2. 'Avoiding sensitive topics = being professional'  3. 'English fluency = communication success'  Activities:  • • Myth or Fact Game (interactive quiz)  • • Case examples from workplace misunderstandings  Learning Outcome: Participants will replace outdated or ineffective assumptions with current, culturally appropriate communication strategies.

Understanding internal blockers — fear of being misunderstood, fear of judgment, fear of escalation. Introducing techniques for confidence-building in common office situations: small talk, updates to leadership, pushing back respectfully.  Activities • • Role-play round: 'Difficult conversation with your manager' or 'Correcting a colleague'  • • Trainer-coached feedback with safe, supportive commentary  Learning Outcome: Participants will gain greater comfort initiating and responding in critical workplace dialogues without losing presence or credibility.

Concluding with a framework for preparing, navigating, and closing conversations in a business context — from emails to informal chats to meetings. Activities: • Conversation Planning Template  • 1-on-1 'Mini Talk Challenge' with peer feedback  • Final reflection: 'What will I do differently next week?'  Learning Outcome: Participants will walk away with specific tools to enhance their everyday communication and a plan to implement small changes immediately.

· Overview of AI & RPA: Strategic potential and real-world banking case studies. · Identifying Processes: Recognizing rules-based, repetitive tasks suitable for RPA. · Prioritizing for ROI: Using a prioritization matrix to rank processes by impact and feasibility. · Process Mapping: Defining scope, inputs, and outputs for effective IT handoff. · Simplification: Applying Lean and Six Sigma principles to remove non-value-adding steps.

· Advanced Modeling: Creating flowcharts and decision trees while defining error-handling. · Avoiding Pitfalls: Addressing change management, scalability, and technical limitations. · The Business Case: Communicating value to executive stakeholders and setting KPIs. · Change Management: Navigating employee resistance and transitioning staff to automated workflows. · Continuous Improvement: Monitoring performance and scaling RPA across other banking functions.

Why managers avoid performance conversations • The cost of avoidance on teams and results • Understanding performance as a management responsibility Activity: Reflection and group discussion

• Skill vs Will framework • Matching management response to the real issue Activity: Case-based group exercise

• Recognising avoidance patterns • Setting clear expectations and deadlines • Creating visible accountability Activity: Practical language and scenario work

• Structured role play • Feedback and debrief

• Redirecting from excuses to ownership • Focusing on controllables Activity: Language practice and scenarios

• Role play with observer feedback

• Coach, support, reassign or escalate • Making fair and confident decisions

• Personal action plan • Key takeaways and close

1. The Reality of Digital Procurement: Understanding what digital procurement really means and why traditional models no longer work. What We Will Cover: • What digital procurement is. • Why manual, fragmented processes fail in modern organizations • Common pain points in non-digital procurement environments • Misconceptions around tools, automation, and “quick fixes” • What digital actually enables: speed, visibility, compliance, experience Outcomes: • Participants gain a realistic view of digital procurement • Understand the gaps in current-state operations • Clarity on why digital transformation is a business need, not a trend 2. Understanding Data Quality in Procurement: Why data is the foundation of all digital initiatives What We Will Cover: • Types of procurement data • What poor data looks like and how it impacts digital tools • Why vendor master and spend data often break systems • The connection between data quality and system performance • Readiness indicators for digital procurement Outcomes: • Participants understand the data challenges that block digital adoption • Ability to assess whether their data is “digitisation-ready” • Awareness of the data dependencies in modern procurement systems 3. Process Readiness & Digital Reality Check: Digital doesn’t fix bad processes and understanding how to connect your process to digital systems is important. What We Will Cover: • What digitisation requires • Understanding workflow realities in S2P • Mapping friction points in the PR → PO journey • Why organizations overestimate their process maturity Outcomes: • Awareness of process gaps that influence digital outcomes • Ability to spot digitisation obstacles early • Clear understanding of process expectations in any S2P platform 4. Prioritising Digitisation (What to Do First): How to decide where to begin and what not to digitise. What We Will Cover: • Strategic vs operational digitisation priorities • Which processes give the fastest improvement when digitised • Understanding organisational readiness vs ambition • How to identify high-impact digital opportunities • Avoiding “digitise everything now” syndrome Outcomes: • Ability to prioritise digital efforts correctly • Awareness of quick-win areas versus long-term areas • Clarity on which digital steps make sense for their maturity level 5. Understanding the Digital Procurement Market Landscape: Awareness of the major categories of tools available today. What We Will Cover: • Overview of procurement technology stack: o Source-to-Contract o Procure-to-Pay o Supplier Management o Contract Management o Spend Analytics o Workflow & automation tools • High-level awareness of platforms • What each category generally solves • Considerations based on organizational size, complexity & maturity Outcomes: • Participants understand the categories, not the configurations • Ability to speak confidently about digital procurement ecosystems • Awareness of which type of tools align with which needs 6. Risks & Realities of Digital Procurement: What organisations must know before starting a digital journey. What We Will Cover: • Why digital procurement projects fail • Adoption challenges and internal resistance • Integration issues & dependencies • Technology fatigue and over-digitisation • Budgeting realities • Change management considerations Outcomes: • Realistic understanding of risks • Awareness of pitfalls teams can avoid early • Improved ability to set expectations internally How each module runs • Concept in Context: a short, practical explanation of the digital topic using simple, real-world examples. • Scenario Walkthrough: an industry-relevant situation that shows how digital challenges or opportunities appear in everyday procurement. • Guided Reflection: participants identify similar patterns in their own organisation • Debrief: group insights on what digital maturity looks like, what decisions matter, and how to approach digitisation more confidently.

1. Administrative — Operational Intelligence: Cut busywork in RFx, intake, and approvals so the team can focus on higher-value decisions. What we’ll cover • Turning requirements and policies into clear RFx packs and scoring guides • Converting supplier documents into clean, comparable information • Rapid status notes and approval briefs that keep momentum • Building a lightweight, reusable templates Outcomes • Faster cycles, cleaner documentation, fewer rework • Shared templates that make future events quicker and more consistent 2. Technical & Category Management — Analytical Intelligence: Raise the quality of specs, normalize proposals, produce costing models, market intelligence and category strategies. What we’ll cover • Apples-to-apples comparisons (UOM, TAT, warranty, scope) • Highlighting spec gaps and risks in proposals • Cost structures to anchor negotiations • Category strategies with levers, sourcing waves, and KPIs Outcomes • Defensible trade-offs and clearer award rationales • Actionable category plans that free time for supplier development 3. Relationship (Stakeholders & Suppliers) — Behavioral Intelligence: Improve the quality and speed of alignment with internal partners and suppliers. What we’ll cover • Practicing negotiations and clarification calls with realistic AI personas • Turning meetings into crisp minutes, RAID logs, and follow-ups • Executive-ready updates that accelerate decisions Outcomes • Stronger supplier conversations and fewer cycles of clarification • Better Negotiation outcomes • Faster stakeholder buy-in and clearer accountability 4. Ethics, Regulations & Governance — Assurance Intelligence: Keep work safe, fair, and audit-ready without slowing the team down. What we’ll cover • Plain-language guardrails for using local/offline AI tools • Evidence-first award memos with citations and confidence levels • Lightweight review gates and record-keeping that satisfy audits Outcomes • Awareness of ethical, reputational, financial, and competitive advantage risks when using AI models. • Confidence that productivity gains don’t create new risks How each module runs • AI in Action: short live demo tailored to procurement • Case Study: industry-relevant scenario • Guided Practice: hands-on exercise using pre-anonymized examples • Debrief: decision quality, communication clarity, and what to improve next

• Procurement Teams , including Procurement Professionals and Category Managers. The training targets individuals responsible for sourcing, supplier management, and RFx development who aim to leverage digital fundamentals and hands-on AI skills to improve speed, control, and decision quality.

• 2 days • Instructor-led, case-driven, interactive sessions • Optional certificate of completion for participants

Module 1 & 2: Strategic Alignment & Sales Job Design (1Hr) Module 3: Plan Mechanics: Linking Performance & Pay (1.5 Hr) Module 4: Sales Plan Administration & Management (1.25 Hr) Wrap-Up & Q&A for Day 1 (0.25 Hr)

Strategic Alignment & Sales Job Design Key Topics: • Decode the connection between corporate strategy, business objectives, and sales incentive design. • Differentiate between “hunter” and “farmer” roles and design pay strategies aligned with role purpose. • Apply best-practice frameworks to balance fixed and variable pay for optimal motivation. • Assess eligibility criteria and align incentive scope with performance accountability.

Plan Mechanics: Linking Performance & Pay Key Topics: • Master the architecture of total target compensation (TTC), leverage, thresholds, and quotas. • Design payout curves that reward performance progression while protecting cost of sales. Define and weight performance measures to focus seller behavior on business priorities. • Build effective quota and territory frameworks to ensure fairness and revenue potential. • Apply financial modeling to test the cost-effectiveness and motivation impact of plan mechanics.

Sales Plan Administration & Management Key Topics: • Clarify governance versus administrative accountabilities in plan operations. • Utilize incentive management tools and automation for transparency and compliance. • Integrate sales, HR, and finance data for real-time reporting and performance insights. • Monitor compensation cost of sales (CCOS) and ROI to assess financial effectiveness. • Implement structured escalation and exception management protocols to maintain plan integrity.

Key Topics: • Integrate design, administration, evaluation, and governance for end-to-end plan excellence. • Conduct reflection and knowledge check through case debriefs and real-world applications. • Define next steps for institutionalizing best practices within participant organizations.

• SC1 Modules 1 – 7 faculty guides and participant workbooks • Case study handouts and calculators • Reference templates for plan design, quota setting, and governance reporting

• HR and Compensation professionals • Sales leaders and Finance partners involved in incentive planning • Business managers responsible for sales performance alignment

• 2 days • Instructor-led, case-driven, interactive sessions • Optional certificate of completion for participants

1.1. Strategic Talent Acquisition and Workforce Development Recruitment is not just about filling vacancies; it’s about attracting, selecting, and retaining the right talent to achieve organizational goals. Key concepts include: • Workforce Planning: Understand current and future workforce needs, identify gaps, and plan recruitment strategies accordingly. • Sourcing Strategies: Use a mix of channels, job boards, LinkedIn, talent pools, and internal referrals to attract diverse and qualified candidates. • Selection and Assessment: Employ structured interviews, competency-based assessments, and technical evaluations to identify the best fit. • Candidate Experience: Maintain communication, clarity, and professionalism throughout the recruitment cycle to build the employer brand. Applying Data and AI to Support HR Decision-Making Data and AI are revolutionizing how HR operates, making it more proactive, precise, and predictive. Here’s how they apply: • HR Analytics: Analyze data on attrition, absenteeism, engagement, and hiring patterns to make evidence-based decisions. • AI-Powered Recruitment: Use AI tools to screen resumes, match candidates to roles, and reduce unconscious bias during shortlisting. 1.2 Performance Enhancement and People Capability Building Modern performance management is continuous, transparent, and development-oriented. Key practices include: • Goal Setting: Align individual objectives with organizational KPIs using SMART goals. • Behavioral Competency Frameworks: Evaluate both results and how they’re achieved, ensuring alignment with company values and culture. • Performance Improvement Plans (PIPs): Support underperforming employees with targeted plans, coaching, and review mechanisms. • Creating your HR “Chatbot” to assist with Performance Appraisal Processes

1.3 Learning and Development (L&D) L&D focuses on enhancing employee capabilities to drive performance and engagement. Practical HR concepts include: • Training Needs Analysis (TNA): Assess skill gaps through surveys, performance reviews, and business requirements to identify learning priorities. • Learning Design: Use adult learning principles and instructional design models to create structured, relevant programs. • Blended Learning Approaches: Integrate online modules, classroom sessions, on-the-job training, and coaching for holistic development. Leveraging Data and AI to Enhance Learning and Development Outcomes • Supports evidence-based learning interventions by analysing the impact of training on performance and behaviour change. • Helps L&D teams personalize learning pathways based on learner data, preferences, and performance patterns. 1.4 Workplace Behaviour Excellence and Results-Oriented Communication • Demonstrate respectful, responsible, and professional behaviour that supports a positive and productive work environment. • Communicate with clarity and purpose, ensuring messages are understood and aligned with workplace goals. • Focus communication on outcomes, using concise, solution-driven language that delivers timely, effective results. 1.5. Aligning HR decisions with the Business Strategy and Operations. • Ensure HR plans, policies, and workforce initiatives directly support the organisation’s overall business goals and operational needs. • Partner closely with leaders to understand priorities and translate them into practical HR actions, such as staffing, capability building, and performance support. • Review HR processes regularly to confirm they are contributing to business results, operational continuity, and long-term organisational growth.

HR Professionals who are: Pursuing or holding academic HR qualifications

Delivery Mode: In-person (as per your configuration) Sessions: 6 × 90-minute learning blocks

Theme: Mindset Check & Gamified Icebreaker Description: A fun, interactive start that energizes participants, builds connection, and sets the tone for collaborative learning. Activities: • Nearpod digital readiness quiz to assess initial comfort levels. • “Digital Bingo” challenge to encourage peer networking. • Reflection: How innovation can align with Islamic and Qatari values. Outcome: Participants feel motivated, culturally grounded, and ready to explore new ideas.

Theme: Trends, Local Context & My Future Learner Persona Description: Introduces the national and global shifts shaping education and helps teachers connect technology trends to their own students’ realities. Activities: • MOEHE Digital Learning Strategy & QNV 2030 links. • UNESCO, WISE, and OECD trends in future-ready skills. • Characteristics of Gen Z & Gen Alpha learners in Qatar. • Empathy Exercise – “My Future Learner Persona”: groups create learner profiles to understand motivations and needs. • Collaborative board: map the gap between current teaching practices and future expectations. Outcome: Teachers gain empathy for modern learners and clarity on why digital transformation is essential.

Theme: Tools, Technologies & Lesson Design Sprint Description: A hands-on session exploring emerging tools and translating them into real lesson designs using pedagogical frameworks. Activities: • Exploring top EdTech tools: ChatGPT, Gemini, Synthesia, Vyond, Kahoot, Canva, Padlet. • Introduction to SAMR and TPACK models for meaningful tech integration. • Mapping tools to learning goals across subjects. • Hands-on exploration of 2–3 tools per participant. • Lesson Design Sprint: teachers redesign a part of their own lesson plan using one digital tool. • Peer feedback using a SAMR/TPACK rubric. Outcome: Teachers produce and refine a practical, curriculum-aligned digital lesson idea.

(11:30 – 12:00)

Theme: Ethics, Cultural Sensitivity & Safety Description: Focuses on integrating technology with ethical awareness, student safety, and respect for Qatar’s cultural and religious values. Activities: • MOEHE e-safety and data-protection guidelines. • Islamic ethics in AI and digital citizenship. • Addressing misuse, plagiarism, and over-reliance on technology. • Ethics Simulation: identify “safe” vs. “unsafe” scenarios. • Collaborative Charter: draft a 5-point Digital Ethics Agreement for classrooms in Qatar. Outcome: Participants can model and teach responsible digital behavior in line with local and global standards.

Theme: Mini Lesson Lab, Demo & Share Description: Teachers transform their ideas into actionable mini-lessons and share them for peer feedback and collective learning. Activities: • Mini Lesson Lab (60 min): teachers build a short tech-integrated lesson using the provided template (Objective → Tool → Steps → Assessment → Impact). • Demo & Share (30 min): selected participants present; group provides feedback using the Self-Reflection Rubric. • “Try This Tomorrow” Challenge: each teacher commits to one small action for the next week. Outcome: Concrete, peer-reviewed lesson plans ready for immediate classroom testing.

(2:30 – 3:00)

Theme: Measuring Impact & Sustaining Innovation Description: Empowers teachers to evaluate the effectiveness of technology in learning and communicate impact to their schools. Activities: • Measuring engagement, retention, and achievement. • Simple ROI/Impact Measurement Template: tool → students → evidence → reflection. • How to report results to heads of departments. • Complete the ROI template for their designed lesson. • Peer exchange of successful approaches on Padlet. • Discussion: sustaining digital innovation across the school year. Outcome: Teachers leave with tools to measure and showcase the success of their innovations.

Theme: Reflection, Assessment & Commitment Description: A reflective close reinforcing key takeaways, confidence gains, and individual accountability for implementation. Activities: • Gamified Quiz (Kahoot): recap and celebrate knowledge gained. • Self-Reflection Rubric: participants assess their progress from start to finish. • Group Debrief: one mindset shift and one new classroom habit each participant will apply. • Digital Pledge: commitment to implement at least one innovative strategy. Outcome: Participants conclude the workshop motivated, accountable, and ready to act.

• Expert-led • Interactive • Case-study based

• Real-world examples • Benchmarking exercises • Group discussions

• Practical • Engaging • Results-driven

• Actionable knowledge and frameworks that can be directly applied in your organization

• Experiential, • Introspective • Activity-based

• Puzzle art • Reflection letter • Peer support circles • Journaling

• Personal • Engaging • Emotionally resonant

• Written commitments • Accountability partnerships • Clarity

• Junior to Mid-Level Employees

• Expert-led • Practical • Scenario-based

• Real case studies • Role plays • Interactive Q&A

• Engaging • Compliance-driven • Business-focused

• Legal clarity • Practical confidence • Ability to manage HR issues effectively

• HR Professionals • HR Managers • Legal Advisors • Business Leaders • Anyone responsible for HR compliance and employee relations in Qatar.

• Nationalization – Legal Framework Qatar Vision 2030 • Key highlights of Qatarization Law No. 12/2024 • Pension Law • Challenges • Penalties

• "Organizational Assessment” Analyze the workforce to identify practical Qatarization areas. • “Budgeting & Resource Allocation”: Allocate resources for training, recruitment, and development of Qatari employees

• Communicate the Qatarization strategy clearly within the organization to ensure buy-in from leadership and staff. • Retention and Succession Strategies: Implement retention and succession tactics, including mentorship, performance recognition, career growth opportunities, and competitive compensation.

• Explore cultural expectations in the workplace, such as respect for traditions, gender considerations, and social protocols. • Communication and Engagement: Ensure open and effective communication between Qatari and non-Qatari employees to promote mutual understanding and cohesion.

• Showcase examples from organizations that have effectively implemented Qatarization, detailing their approaches and outcomes. • Key Success Factors: Identify factors that contribute to successful Qatarization, such as strong leadership support, strategic planning, and sustained employee development

• AI Overview – What is Artificial Intelligence (AI) and Machine Learning (ML)? • The Evolution of AI in HR – From automation to predictive analytics • Common AI Terms in HR

• AI-powered Applicant Tracking Systems (ATS) • Resume screening & candidate shortlisting automation. • Predictive analytics for talent forecasting.

• Personalized learning platforms (LinkedIn Learning, Degreed, etc.). • AI-driven coaching and feedback systems. • AI-powered performance reviews & engagement analytics.

• AI Chatbots for HR – Enhancing employee support & FAQs. • Sentiment Analysis & Employee Engagement. • AI-driven Workforce Analytics – Data-driven HR decisions.

• Understanding AI Bias – Data bias, algorithmic bias, and feedback loops • Human-in-the-Loop Approach – Ensuring fairness and transparency. • AI Regulations & Compliance – Data privacy laws (GDPR, PIPEDA, AIDA)

• Expert-led • Interactive • Case-study based

• Real-world examples • Benchmarking exercises • Group discussions

• Practical • Engaging • Results-driven

• Actionable knowledge and frameworks that can be directly applied in your organization

• HR Professionals • HR Managers • Legal Advisors • Business Leaders • And anyone responsible for HR compliance and employee relations in Qatar