Managing People RIBA Part 3 Course Dubai and Hong Kong 2014

Transcription

1 RIBA Part 3 Course Dubai and Hong Kong 2014

2 WHO AM I? Susan Ware Dip Arch RIBA Director of Professional Studies, The Bartlett, UCL Founding Director CPA Ltd, Non Exec Director CONSARC Worked in Central Government, Local Government Private Practice Overseas VSO and Education.

3 Acknowledgments Thanks to: Chris Askew - Chris Askew Architects Liz Pickard - Consarc Ltd Simon Pilling and Edwina Bucci Module 2 directors Bartlett for information referred to in this presentation

4 Code and Duty of Care/legal Culture and ethos Oganisational structures Growing /size? Succession planning Motivation Induction /CPD/appraisal Succession planning Working with different groups Effective Teams and personality types

5 People you work with colleagues/ employees People you interact with consultants, officials, contractors clients, users, wider environment society Right person for the job Individual - Skills and strengths, self knowledge M and B tests/ emotional intelligence Team work, trust, values,diverse talents communication, listening, effective communication Hierarchies and Organisational structures Motivation Training and CPD Growing people -Succession planning

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7 Duties and Responsibilities Ethical and Legal Duties and Responsibilities Codes of Conduct RIBA RIBA Chartered Practice Scheme ARB Architects Code, Standards of Conduct and Practice ISO BS 9001 Investors in People Employment legislation

8 Duties and Responsibilities Duty of Care - legal requirement - Architects are experts in the eyes of the law the measure is what would normally be expected of competent practitioner. As registered architect you will have duties and responsibilities to different groups

9 Different groups of people Different relationships Different responsibilities People you work with Colleagues office structure and organisation Employees, legal duties and management Clients, individuals / committees End users/the community The wider society Professional contacts consultants, Professional contacts officials e.g. planners Contractors Contractors employing YOU e.g. D and B Suppliers of services to the practice IT etc.

10 ARB Professional Responsibilities Statutory Role Protecting the consumer Safeguarding the Reputation of Architects Code and standards 12 Standards Standard 1 Act with honesty and integrity Standard 2 Ensure employees are competent Standard 4 Competent management of the business/staff Standard 10 Dealing with disputes and complaints Standard 12 Treat everyone fairly and in line with the law No discrimination

11 RIBA Code The Royal Institute s Values: Honesty and Integrity, Competence and Relationships with concern for others and for the environment. Basis of the Code s Three Principles: Principle 1 Integrity Members shall act with honesty and integrity at all times. Principle 2: Competence In the performance of their work Members shall act competently, conscientiously and responsibly. Members must be able to provide the knowledge, the ability and the financial and technical resources appropriate for their work. Principle 3 Relationships Members shall respect the relevant rights and interests of others.

12 RIBA Chartered Practice Scheme Badge of quality and service Requirements: numbers of architects employed Terms of appointment e.g. employment contract, salaries etc. Services to members Advice and support, CPD, listings Publications etc. Salaries and fees bench marking reports

13 RIBA Chartered Practice Employment Policy The riba believes that good employment policy by and for its members will contribute positively to the effectiveness and influence of the architectural profession. It will also improve business opportunities, employment diversity and personal development and is vital to the professions role in raising the quality and benefitting society. membershipandmarketing/general/charteredpracticemanual/ charteredpracticemanualmay2010.pdf

14 RIBA policy sets out 1. The role of the RIBA 2. The practice responsibilities 3. The employees responsibilities Includes employment contracts Addresses issues around equal pay/equal opportunities, long hours culture, un paid internships, employment of students etc.

15 Clients Very many kinds! Individuals many complaints received by arb are related to a breakdown in the relationship between the architect and the client. Learning to manage client expectations and assist novice clients through the process of delivering a building requires experience and sophisticated skills Two agendas, the client s and the architect s Need to identify and understand client s agenda, put yourself in his/her position. Your role as an expert requires professionalism, competence, clear communication, and understanding/empathy

16 Corporate or committee clients private sector Committees and client s representatives are very complex. Important to understand the relationships and dynamics within committee or the individuals relationship with the organisation. Essential to understand the nuances, politic and dynamics. Research the organisation and individuals backgrounds, understand what they have to gain or loose. Team building skills and workshops help to build mutual confidence.

17 Clients Experienced public sector Accountability - financial and political. They may be many headed and complex organisations, difficult to identify decision making process/individuals Their agenda may not coincide with yours you are providing a service difficult balance at times.

18 Professional contacts and consultants Building up a good relationship with Planners, Building Control Officers, legal advisors, bank managers, accountants etc. benefits from an understanding of their role and responsibilities and building up a professional relationship. Similarly working with consultants requires an understanding of their world and what they can achieve (or are paid to do). Good team working through workshops (NEC) or lead by the design manager/project manager helps to generate common goals and a successful project. Identifying strengths and weaknesses is helpful and skillful leadership essential.

19 Users/ community Relationships with user groups and their relationship with the parent organisation can be complex. Internal politics Some large organisations isolate the users and resentment builds up but for the architect its important to have a a good rapport with users, their input into the brief and project development and feedback is essential. Workshops and group work can be useful to build up understanding and confidence between the architect, client rep and the users.

20 Contractors and suppliers Working with contractors can be difficult (!), the construction industry s confrontational tradition has been challenged by Latham and Egan and new forms of procurement e.g. Partnering developed to reduce disputes. An efficient impartial and professional approach is a good start, building mutual confidence and common objectives contribute. A different relationship arises when the architects are novated in D and B contracts, letting go of a valued design decisions to others can be tricky!

21 Develop Interpersonal skills Emotional intelligence more later Reading the signs how people are behaving Have your antenna tuned in carefully Watch how people interact with each other Watch body language Learn to anticipate, plan and manage the situation to avoid conflict Don t be afraid to take on leadership role Look and listen

22 Office Culture Huge variation in office culture and ethos Local and international/cultural variations Practice philosophy, working methods and relationships within the practice. Hierarchy, decision making processes, team structures, staff motivation Communications with in the office, formal - staff meetings - Informal - staff lunches, drinks, outings, sports, networking Ownership and commitment Work life balance Legal responsibilities - Employment legislation etc.

23 Management structures Flat Organic Hierarchical Skills/task based Teams Types of people personalities - Myers Briggs tests Line management and leadership, researchers, starters, finishers, detail people, overview people, identifying strengths

24 O r g a n i s a t i Susan Ware

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26 O Susan Ware r g a n i s a t

27 75% of RIBA Chartered Practices are 10 people or less

28 Office cultures

29 Office cultures

30 Office cultures Susan Ware

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33 RIBA Part 3 Course course Hong Dubai Kong and Hong July Kong

34 in, money out Space to Work Talented Staff IT & BIM Computers Clients

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39 Self awareness and self management Integrity honesty authenticity flexibility Awareness of others Sensing and perceiving, anticipating, knowing their needs understanding politics emotional currents etc. Relationship Management Tactics, persuasion, negotiation listening and reacting initiating and managing change a lining teams

40 Working in Teams Susan Ware Many and various management theories and methodologies and about people management Understanding of personality types, recognising individual s strengths and weaknesses. Leadership and shared vision Soft skills such as Emotional Intelligence play a big part in successful people management Motivation and valuing divers talents trust

41 Team work Essential skills Trust, respect, shared goals, value others knowledge and experience, listening skills, both spoken and body language, understanding of other s position, where they are coming from /background, what they want out of the project, building a good relationship, recognising other skills in others which you do not have, co-operation, good communication, recognising other s roles and responsibilities, recognising diversity, commitment

42 Why would a client appoint YOU? The 7 Key Characteristics of a Great Team Shared Purpose and Direction Motivating Goals Commitment to Individual and Team Roles Multi-Directional Communication Authority to Decide or Act Mutual Support and Trust Reliance on Diverse Talents The Barlett

43 Effective teams - leadership Normally we work with people in teams or loose associations Built up a rapport Understand their position/role Understand their expectations Understand what you expect from them

44 Understanding yourself -self awareness Myers and Briggs Type Indicator (MBTI) Favorite world Extroversion Introversion Information Sensing Intuition Decisions Thinking Feeling Structure Judging Perceiving

45 Definitions Extrovert Introvert Sensing Intuition Thinking Feeling Judging Perceiving excited by external stimuli internal looking likes facts and evidence knowing or sensing without the use of rational processes; immediate cognition facts, principles and logic personal values, empathies, people focused ordered world structures likes planning certainty and closure flexible view of the world welcomes change fascinated by process

46 Scoring will result combination of letters and percentages EXTROVERT SENSING THINKING JUDGING INTROVERT INTUITION FEELING PERCEIVING

47 Scoring will result combination of letters and percentages ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENJT

48 Growing Business Plan Growing = Change Unsettling Reviewing organisation and structure, introducing new staff, new premises, new ways of working, Identifying new skills to be bought in smooth transition Valuing, growing and developing skills of existing staff, motivation, promotion and fairness.

49 Shrinking Handled sensitively Legislation sets out process for redundancies, period of consultation /notice/need legal advice Receivership/Administration Limited advance warning, some rights as creditor, need legal advice Business sold on Inevitable restructuring with new owner, some employment rights need legal advice

50 Succession planning Key staff leaving/ retiring/dying,transition arrangements /consultancy /PI run off/pension arrangements Buying/selling of shares new Directors/members Valuation of the business/ shares (normally done on basis of review of previous 5 / 3 years turnover /profitability/ current work in progress and good will )

51 Employing People Susan Ware Employment contracts should include: Payment systems/tax/ NI Transparent of complaints/ disciplinary processes/ Notice for termination/probation period Staff review systems, annual appraisals, maternity/paternity/ sickness/holidays study leave/cpd/ training/working hours directive/data protection. Staff pension schemes/ share holding schemes Discipline policy Investors in People badge

52 Induction for New Staff Introduction to office structure, staff and key players ( e.g. HR, IT) policies. Office hours, sickness, holiday procedures Information on Office Handbook and protocols, drawing/protocols, filing protocols, etc. Office conventions, phone, clients, consultants, s Health and Safety policy and protocols, e.g. site visits safety clothing, accidents Line management, probation, and appraisal, complaints and grievance, Appraisal system

53 Difficult situations - Grievances and complaints By staff - in house procedures and stated in employment contracts Resolve internally or worst case, Employment Tribunals The employment contract and office handbook should clearly state the procedures for making a grievance or complaint. There should be an independent person in the practice to address the complaint difficult in small practice.

54 CPD Individuals Requirement of ARB evidence of keeping up to date Requirement of RIBA Chartered Status, 35 hours per year 19.5 hours from core curriculum including 2 hours Health and Safety, 15.5 other 100 learning points Businesses Office protocol for CPD Requirement of RIBA Chartered Practice badge Investors in People QA BS EN ISO

55 Training (different to CPD) Appraisals/ Reviews Up skilling software updates, BIM Management skills New skills/qualifications BREAM assessors, Green deal assessors Planning / conservation qualification

56 Appraisals and reviews - Staff appraisals on annual basis Important process Staff are the practices greatest cost..but also greatest asset Staff need to feel they are valued and Employer need to use staff effectively Appraisal opportunity to review and identify strengths and also identify areas/skills/ambitions for future development/ Training A two way process

57 Appraisals and reviews - Staff appraisals on annual basis Process: Two way process, exchange and agree Person to be appraised normally writes a reflective statement of performance/outputs for previous year and aims and objectives for future, training needs etc. This is discussed with appraiser who develops a strategy/targets for following year which is recorded and signed off by appraise. This is used as a basis for review the following year. Purpose to identify strengths, support development needs/ career/skills Normally separate from salary review/promotion

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