NZIM courses See page 55
www.nzimnorthern.co.nz, www.nzimcentral.co.nz,
9-10″ target=”_blank”>www.shortcourses.ac.nz
9-10 Negotiation Skills. Auckland. University of Auckland Short Courses.
10-11″ target=”_blank”>www.davidforman.co.nz
10-11 Increasing your Resilience. Auckland. Conferenz.
11-12″ target=”_blank”>www.projectplusgroup.com
11-12 Portfolio and Programme Management. Auckland.
University of Auckland Short Courses.
16-17″ target=”_blank”>www.shortcourses.ac.nz
16-17 Managing People.
Auckland. University of Auckland Short Courses.
16-17″ target=”_blank”>www.shortcourses.ac.nz
16-17 Mastering Negotiation Skills. Wellington. Bright*Star Conferences & Training.
18-19″ target=”_blank”>www.iod.org.nz
18-19 Knowledge Management. Auckland. University of Auckland Short Courses.
18-19″ target=”_blank”>www.shortcourses.ac.nz
18-19 Project Leadership. Wellington. Project Plus.
19-20″ target=”_blank”>www.iod.org.nz
19-20 Dealing with Difficult & Different Personalities. Wellington. Conferenz.
23-24″ target=”_blank”>www.brightstar.co.nz
23-24 Developing Strengths into Talents. Auckland. University of Auckland Short Courses.
25″ target=”_blank”>www.shortcourses.ac.nz
25 Reducing Working Capital. Auckland. University of Auckland Short Courses.
26″ target=”_blank”>www.shortcourses.ac.nz
26 Not-for-Profit Governance Essentials. Auckland. Institute of Directors.
30-31″ target=”_blank”>www.shortcourses.ac.nz
30-31 Advanced Train the Trainer. Auckland. University of Auckland Short Courses.
September
1-2″ target=”_blank”>www.davidforman.co.nz
September
1-2 Forecasting, Budgeting and Strategic Planning. Auckland. University of Auckland Short Courses.
6-7″ target=”_blank”>www.shortcourses.ac.nz
6-7 Finance for the Public Sector. Auckland. University of Auckland Short Courses.
8-9″ target=”_blank”>www.conferenz.co.nz
8-9 How to Integrate Information Systems and Business Strategies. Auckland. University of Auckland Short Courses.
www.shortcourses.ac.nz

New Zealand’s governance challenge is bigger than director fees
When conversations turn to attracting board talent, organisations tend to reach for the same lever – pay more. It’s an understandable instinct, but increasingly, it may be the wrong one, writes remuneration expert Cathy Hendry.









