Training programmes

Core training programmes

Programmes are delivered in person, in small groups of 15 to 20 people, and follow the IWOP Experiential Learning Model. They are selected together with the organisation, based on the findings of the assessment and the risk map.

The programmes are linked to the psychosocial risk assessment carried out by IWOP, whose findings determine which programmes are recommended to each organisation.

Manager Readiness Lab

Supporting new supervisors

Who it is for: New and recently promoted supervisors, and staff about to take on a team
Minimum duration: Seven modules, at least 4 hours each
Why: The direct supervisor shapes team engagement and performance. Preparing new supervisors early strengthens team stability and staff retention.

Research basis: Gallup · Hill · Kluger & DeNisi, 1996 · Kolb

Health-Oriented Leadership

Leadership focused on team health and performance

Who it is for: Supervisors and middle managers of teams with a high workload
Minimum duration: At least 8 hours, in two sessions
Why: How work is designed and distributed largely determines the energy and resilience of a team. Supervisors can strengthen both while keeping ambitious goals.

Research basis: Bakker & Demerouti (Job Demands-Resources) · Franke, Felfe & Pundt, 2014

Stress Mindset & Recovery Lab

Managing pressure and recovery

Who it is for: All employees, especially in roles with time pressure
Minimum duration: At least 8 hours, in two sessions
Why: In demanding environments, the stance towards pressure and the capacity to recover shape employee performance and wellbeing.

Research basis: Crum, Salovey & Achor, 2013 · Sonnentag & Fritz, 2007 · Albulescu et al., 2022

Emotional Labour Lab

Managing emotional demands in customer contact

Who it is for: Employees in roles with continuous customer contact
Minimum duration: At least 8 hours, in two sessions
Why: Contact with demanding customers requires constant emotional regulation. Systematic support protects employees from emotional exhaustion and strengthens performance.

Research basis: Hochschild, 1983 · Grandey, 2000 · Hülsheger & Schewe, 2011

Negotiation Science Lab

The science of negotiation

Who it is for: Sales, account management and partnership professionals
Minimum duration: At least 8 hours, in two sessions
Why: Systematic preparation and awareness of the cognitive mechanisms at play in negotiation directly increase the value of every agreement.

Research basis: Fisher & Ury, 1981 · Tversky & Kahneman, 1974 · Galinsky & Mussweiler, 2001 · Pruitt & Rubin, 1986

Deep Work & Boundaries

Focus and boundaries at work

Who it is for: All employees, especially teams with intense internal communication
Minimum duration: At least 4 hours, with a follow-up session after four weeks
Why: Work quality and mental energy improve when there is protected focus time and clear communication rules within the team.

Research basis: Leroy, 2009 · Mark, Gudith & Klocke, 2008 · Ashforth, Kreiner & Fugate, 2000 · Gollwitzer & Sheeran, 2006

Respect at Work

Preventing violence and harassment at work

Who it is for: All employees, with an additional module for managers
Minimum duration: At least 4 hours, with an additional module for managers
Why: Preventing violence and harassment is a legal obligation and the foundation of a healthy workplace climate. The programme supports the staff awareness actions required by Ministerial Decision 95/2026.

Research basis: Dobbin & Kalev · Latané & Darley · Boal

Perspective Lab

Inclusion through role-play scenarios

Who it is for: All employees, and especially managers
Minimum duration: At least 8 hours, in two sessions
Why: An experiential role-play workshop in which the team makes a decision, each member from a different position and perspective, and looks for ways for everyone to contribute meaningfully.

Research basis: Galinsky & Moskowitz, 2000 · Shore et al., 2011 · Edmondson, 1999

Duration is set according to the needs and findings of each organisation.

How we work

How each collaboration unfolds

Every collaboration follows the same documented path. It starts with an assessment and continues with the risk map, which identify the needs of the organisation. Then, together with management and the relevant managers, we set priorities and select the programmes to be delivered. The cycle closes with a re-assessment that captures progress. This way, every training responds to a real and measured need of the organisation.

01AssessmentAnonymous questionnaire for employees
02Risk mapNeeds mapped by team
03Joint designPriorities and programme selection together with the organisation
04TrainingDelivery of the programmes
05Re-assessmentMeasuring progress and next steps

Scope of application

One team or department

The cycle is applied to one team, with programmes we select together based on its assessment.

Managers and supervisors

Assessment with the Manager Readiness diagnostic, as self-assessment and team assessment, followed by the Manager Readiness Lab cycle or a combination of leadership programmes.

The whole organisation

Assessment of all staff, a risk map by department and training of priority teams in successive phases.

Measuring results

Progress is measured before, after and at three months, across the four levels of the Kirkpatrick model: reaction, learning, behaviour, results. On completion, each participant receives a certificate of attendance.

Training programmes

Custom-designed programme

When the assessment reveals a specific need, we design a new programme together with the organisation, using the same methodology and the same measurement tools.

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