Social Engineering in Cybersecurity

Attacks no longer come with spelling mistakes. They arrive with the right name, the right context and, increasingly, the right voice.

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Who This Training Is For

• All teams, especially finance, administration and customer service
• Anyone who authorises payments or handles sensitive data
• Executives and IT leads
• Organizations that have already faced fraud attempts

What Your Team Will Be Able to Do

• Recognise the signs of a fraudulent request, even when it looks internal
• Understand how a voice or video deepfake is made, and what that implies
• Apply a verification procedure before authorising anything
• React quickly when someone has already clicked
• Talk about security with the team without creating fear or paralysis

Programme

1. Why it works — urgency, authority and trust, the same three buttons as ever
2. Modern phishing — messages written by AI, indistinguishable from legitimate ones
3. Deepfakes — voice and video: a live demonstration of what is possible today
4. CEO and payment fraud — the schemes that take the most money from SMEs
5. Verification procedure — designing one the team follows even under pressure
6. After an incident — first steps, communication and what to report

Learning Objectives

• Understand the basics of social engineering and how it applies in a cybersecurity context
• Understand the psychological principles used in social engineering, notably Robert Cialdini's six universal principles of persuasion
• Identify the traits attackers have in common and their psychological and motivational profiles
• Connect manipulation techniques to human, emotional and cognitive vulnerabilities
• Explore documented real cases that illustrate behavioural patterns of attack and victimisation
• Build the ability to identify and respond to pretext-based social engineering threats
• Build practical skills through critical analysis activities and scenario resolution

Format

• In person or online
• Adaptable duration: 2h, 4h or 8h
• Real demonstrations, not excess theory
• Cases adapted to the sector and the roles in the room

What Makes It Different

The demonstration changes the conversation.

When a team hears a cloned voice asking for a transfer, the risk stops being abstract and becomes a procedure people actually follow.

Would your team tell a request from the CEO apart from an imitation?

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