Understand how to develop and maintain
|
|
- Laura Quinn
- 9 years ago
- Views:
Transcription
1 7. 1 working Understand how to develop and maintain relationships This topic guide will give you some of the tools to be able to understand working relationships, develop them and then maintain them by understanding the dynamics of teams and how they work together in an efficient, productive way. Some teams appear very similar on the surface, but spend any length of time with them and you will realise they can be significantly different below the surface. A solid working relationship with your team can make all the difference between success and failure when natural commercial pressures start to be applied. Specifically you will look at: understanding how to develop working relationships project priorities facing conflicts. 1
2 1 Understanding how to develop working relationships Once relationships are created between colleagues, business partnerships or customers it is important to grow and develop them in order to boost business or improve efficiency. If you have differences with someone at work, or with a customer or supplier, it is of benefit to all if both parties work on the relationship. Learn from more experienced and senior people in the organisation or simply take a moment to reflect on what is going on it could just be due to a misunderstanding, lack of information or poor communication. Open dialogue Regular contact and discussion will always help maintain and develop a good working relationship. Relationships in all walks of life break down through people simply not talking. Routine discussion on projects or ongoing work will mean that: all the interested parties are informed of the latest situation a team atmosphere is created weak links/single points of failure are prevented (because more than one person knows what is going on) an open and honest culture is nurtured for the time of the project and for any future joint projects feelings of trust, confidence and goodwill are created ultimately effectiveness and efficiency are the order of the day. Communicate shared targets A job will often be made up of many component parts and will involve more than one interested party or stakeholder. This will generally mean that a successful job will involve many different targets being completed, and some of these will be shared targets. If individuals share targets, good communication is essential to avoid conflict or failure. To avoid confusion or doubt, written notes can always help resolve issues. Minutes of meetings are often prepared straight after a meeting and then sent to all the people involved. This may be the only chance for all interested parties to check what was agreed and give feedback if something needs clarification. Always read the minutes for the previous meeting, as you may have actions. Completing all your actions on time will help to avoid unnecessary conflict and embarrassment. If you have actions that you feel are unreasonable, or which you did not agree to, make sure this is also fed back because if you say nothing you may assume responsibility for the task. 2
3 The portfolio activity is also linked to NVQ Unit 36: AC 1.2, 2.1, 2.2, ; HNC Unit 59: LO2. Checklist Have you identified the best and most efficient ways to communicate for your current project(s)? Have you completed all of your actions from recent meetings? Portfolio activity (1.1, 1.2, 2.1, 2.2) You are going to analyse the communication that goes on in one of your current work projects. First, choose the main project that you want to analyse, then make a list of all the people involved directly and indirectly with this project. Write down what information they require and from whom. For each piece of information they communicate, use a table similar to the example below to record: who is communicating the method used (i.e. , formal report, word of mouth, telephone call, text message, etc.) the frequency a rating of how effective each communication is based on the outcomes (successful or not). (The example below shows a rating out of ten.) Communication between: Method Frequency Rating Project manager Architect Meeting + phone call 2 x each per day 7 Write a plan to improve any weak points of communication. Regular updates Familiarity between people can develop the more time they spend with each other. This can cultivate a team spirit, especially if it is based on successful outcomes. A good way to keep a strong team and develop professional relationships is to hold regular meetings, briefings or update sessions (if appropriate). If they are not appropriate they will actually have a negative effect on those that are made to attend, so make sure meetings are task-orientated and have purpose. Remember, there may be occasions when some form of socialising is called for. Maintain a professional approach at all times and be careful not to let your standards slip or to offend colleagues or customers. Do everything you said you would There is no better way to build up respect and regard among colleagues and customers than by completing all the targets and actions set for you. By agreeing to complete a piece of work by a set time you have set an expectation with the team that it will be completed. Targets and actions are given out and agreed for a reason. The overall success of a project is made up of a series of individual projects. Other individuals or teams will own these mini-projects. Each mini-project or target may be simple but, by not completing it, the overall outcome could be seriously delayed. In a very competitive commercial environment a delay will mean lost business so, if you agree an action, complete it, or at least keep other stakeholders aware of progress and any issues that arise. Honesty is the best policy When dealing in business, honesty will always be the best policy regardless of what anyone else advises you. Rules are there to be followed: they help you to stay within the law, to use best practice and to follow the operating principles of your company. It is possible to make short-term gains through dishonesty but it will always catch up with you, embarrass you and take you back to square one it simply is not worth it. A dishonest approach to business will not win you any friends or influence people and it certainly will not help build relationships or maintain them. Find the rules and use them they are there for a purpose, although it may not be instantly obvious why. 3
4 2 Project priorities It may be easy for you as a potential manager to understand the priorities within a project but your priorities may not be the same as the rest of your team s. If success at work is based on completing a task within a set time, the workforce may take the view that the work needs to be finished with no regard for any other priority. Your target might be to complete to the highest standard possible within the timescales. Each scenario could have widely differing outcomes. Clarity is required at the beginning of all projects. Whatever the project priorities are, they will require careful communication so that everyone will succeed in what they set out to do. Let s get the job done! Work projects can involve a large number of people from diverse backgrounds and with very different skills and expectations. What might be acceptable to them might not be acceptable to you. Managing these expectations can be tricky and requires careful negotiation and sensitivity about personal feelings and beliefs, to ensure a smooth running project. If you cause offence it may be very difficult to work together in the future some people forget and move on, while others find it difficult to do so. If you are a team leader, or hold some managerial responsibilities, you will need to give out instructions and tasks from time to time. These tasks will need to be completed and you will need to manage the expectations of your project team. Ultimately, even though you have given out the tasks, it is your responsibility to ensure the job is done. You will need to check, support and help your direct team members to make sure that all that can be done is done. Key term Change management process a formal process by which changes can be made to operational policy, procedures or documentation. The changes to the way something is done can then be communicated to all involved staff at the same time. Imagine a stampede on the African plains all animals change direction at the same time this is the ultimate change management! Keep to corporate policy All organisations evolve. This evolution or process of change will be due to market pressures, developments in the law, business practice, or simply customer demand. Corporate operations will change to reflect the market forces and these changes often happen in a structured way via some form of change management. If the company you work for does not operate effectively, then work with the change management process to help shape it but remember the corporate policy is there for a reason and should be followed. If you work within a team it may be your responsibility to educate the team members about the procedures and policies they should follow. This could be via a presentation or briefing session. Corporate policies and procedures may also be communicated via an induction process that involves formal training, computer-based learning packages or an induction day. The portfolio activity is also linked to HNC Unit 59: LO1 LO3; HNC Unit 60: LO2, LO4. Portfolio activity (1.2, 2.1) Find your corporate induction on procedures and policies within your organisation. Demonstrate your knowledge by briefing another member of your peer team. If your company is small, design an induction process for new team members and discuss it with your manager or company directors. 4
5 Straightforward tasks Projects are often made up of a whole series of individual tasks. A simple task may be a small cog in the machine but if it is not moving the whole machine stops. Managing this is a case of making sure all parties know exactly what it is they need to achieve and how they contribute to the whole project. A simple task (such as ordering a specific grade of cable with a long lead time) can hold up a much larger project if the team member responsible for the task has not been given the timescale. Routine tasks that need to be completed as components of a much larger project require solid project management techniques. Figure demonstrates how tasks are linked. Task 2 Task 1 Main project Figure 7.1.1: Interlinking tasks within a project. Delegation You may be part of a team with a hierarchical structure or you might operate in a matrix-managed team where different people manage different functions (see Unit 36: Developing working relationships or use the internet to refresh your knowledge of management structures). Either way, delegation will form part of a work programme that is instigated by you or others in the team. Delegation can come naturally to some people but for others it is one of the most difficult life skills to achieve. Some people go through their entire work life and never manage to delegate. A guide for delegation to consider is this: if it is a reasonable request, and if someone is paid to do it, delegate it to them. People are employed to do a particular job so it is not unreasonable to ask them to do it. However, it is the way in which you ask that makes the difference. You need to be sensitive to people s individual circumstances and take their preferences into account. If someone will not do a task that is within their job description then there could be other issues and their manager may need to get involved. It may be that some training or personal development is needed. Whatever the solution, you should seek resolution and ensure that the delegated task is completed so that the project can move forward. Sometimes it might be a case of letting the person know how important their role is to the whole project, especially if the task seems mundane or tedious. Everyone has a role to play. 5
6 The portfolio activity is also linked to NVQ Unit 36: AC 1.2, 1.3; NVQ Unit 19: AC ; HNC Unit 5: LO2; HNC Unit 59: LO1 LO3; HNC Unit 60: LO4. Key term Critical path analysis the management process used by a project manager to analyse the most efficient way to achieve project goals should an issue arise with a task. Portfolio activity (1.2, 2.2) Referring to a current project, look at the various components and analyse if any parts of the project can, and should, be delegated to someone in the team who can increase the success of the overall project. Consideration should be given to skill set, current workload and personal development. Discuss with the team and decide if this is an appropriate course of action. Checks and balance Once a task has been delegated you will need a method of ensuring it has been completed. All too often in the workplace, it is assumed that something has been done when in reality someone is waiting for one more piece of information before they even start. Two-way communication and open, honest questions are crucial aspects of a successful project. You will look at project management in more detail in later units. Do not assume! Never assume that others have exactly the same understanding of an issue or task as you do. This mistake can cause conflict or a breakdown in working relationships. A very simple way to remove this problem is to double-check that all involved understand the task by asking them open questions such as the following. Can I just check what it is you are going to do first? Just so we both know, can you summarise what we are trying to achieve as a team? How will we know we have succeeded in this project? What, specifically, are your actions? Have I got time? It can be difficult to manage the timing of individual tasks. This is because circumstances change in a dynamic project. There could be a number of random elements that you have no control over that can extend a project or piece of work. A project meeting will often start by running through the minutes of the previous session. Generally this will involve going through the actions to check progress. The project manager will update the project plan and project programme based on the feedback. Larger projects may have a critical path analysis (CPA) that requires updating. It is human nature for some people to agree to take on everything and for some people to avoid taking on responsibility for any actions at all and to consider a meeting as a success if they come out with nothing to do. Either of these circumstances is bad. If a team member is tempted to take on too many actions they simply will not have time to do them all. This will result in the project falling behind time and potentially failing. A team member not taking on tasks will obviously have a negative effect on the project, as the workload will move to others who may already have more than enough to do. This will cause unrest in the team and bad feeling that can eventually lead to mistrust, or ultimately an argument. It is your responsibility to make sure you volunteer for the actions that are appropriate for you but also for an amount you can manage. Ultimately, your manager or the project manager will monitor the workloads, but be mindful of others. 6
7 Case study: Keep communicating A large commercial site was moving across to green technology over a weekend. The project team was made up of several contributing companies, all project managed by a lead project director. The team initially had a regular update meeting where everyone reported on their progress and actions to date. One member of the team was responsible for moving over the communication systems to a UPS (uninterruptable power supply) as part of the programme. As the project become more and more complex due to the groundbreaking technology being installed, the ordering of a critical piece of equipment was not communicated to that person. The site went live but had no communication systems for one week after changeover and the company lost 20,000 of expected orders because customers could not call. The project manager, in part, caused this error. Not being fully aware of the limit of responsibilities of each person/team and not delegating this individual task led to something very important being forgotten. The portfolio activity is also linked to NVQ Unit 36: AC ; HNC Unit 59: AC Portfolio activity ( , ) What would you do to make sure this situation did not happen in one of your projects? Write down five main actions you would take as a project manager and discuss them with a peer. When you have decided on the best approach to prevent this mistake happening again, put the five actions in order of priority. Difficult tasks dealing with sensitivity In all jobs there will always be something that someone really does not want to do. This may be due to fear, lack of training, being out of their comfort zone, dislike for someone or something, or simply, I don t want to do it. If you experience this problem, you might be able to feel the fear and do it anyway or you may need to seek help to explore the issues you are facing. If it is someone else, talk through the issues and try to find the reasons. You might need to practise your negotiation skills at this stage or simply put the importance of the task into perspective for the team member. The portfolio activity is also linked to NVQ Unit 2: AC ; NVQ Unit 19: AC ; NVQ Unit 36: AC ; HNC Unit 59: AC Portfolio activity ( , , ) From time to time you may be part of a large team or be a managing contractor who has to deal with sensitive situations. Discuss with a colleague or your line manager how you would approach the following scenario. Your task is to move some solar panel manufacturing machinery within a workshop and the move will involve splitting up two close friends who have worked next to each other for the past five years. The machines will need to be installed at different ends of the factory. The friends also go to daily prayers together and are distantly related. Your task is to implement this change without causing offence or conflict. Case study: Handling sensitive issues You are working in a team of six as the team leader for a particular project. You are approached by three of the team members who tell you that one member in particular has a terrible personal hygiene issue; it is becoming impossible to work in the same room as them. You are asked as the team leader to do something about this but you are worried because the individual concerned is very sensitive and is easily upset. The individual also plays a pivotal role in the success of the project. Discuss with your manager or a colleague what you could do and agree the approach you could take to address the problem. 7
8 Support and mentoring If it is your responsibility to lead tasks through to completion, sometimes you may find that you will need to be extra supportive and possibly act as a mentor. Mentoring is a very good way to complete on-the-job training. The concept of leading by example is a great way to gain respect, improve personal development and build a team. But remember, you will not always have time to do this, so spend your time wisely; build it in to your personal development plan so the time can be allocated to do it to the best of your ability. Activity Take ten minutes to reflect on your own needs. Identify what it is you would ideally like from a mentor. When you have thought of a few key points, try to identify who might be a good mentor within your business (or outside of it) depending on your needs. Look at the Institution of Engineering and Technology website for more information on mentoring: Do not be afraid to be wrong get clarification! No great achievements have ever happened without a few mistakes being made along the way. Some mistakes can be very expensive so the best approach is to plan. This will involve being prepared to ask questions some of which may be very difficult or even seem trivial. You might not want to ask these types of questions but it is surprising how many people will be thinking the same as you in a project meeting and how grateful some of them will be that you asked for clarification. Checklist On a current project, are you sure that all actions have been allocated? Look at your projects. Have instructions been fully understood? Have all your current work tasks got firm timescales? Are your work tasks prioritised correctly? 3 Facing conflicts This section is linked to NVQ Unit 7: AC 1.4, 2.4; NVQ Unit 36: AC 1.4, 2.3, 3.4; HNC Unit 59: AC ; HNC Unit 15: AC 2.2; HNC Unit 60: AC 4.1, 4.2. It is possible that one of your first tasks as a people manager could be to deal with the fallout arising from colleagues arguments. If a work matter leads to conflict, it could ultimately fall to you to find a solution in order to maintain the company s professionalism and to deliver the project outcomes for the customer. Conflicts at work Conflict resolution will always be required in all walks of life. The ability to steer around conflict but still negotiate the desired result for your organisation is a highly desirable skill. Conflict can sometimes be unavoidable if both the interested parties ideas of an acceptable solution are poles apart. 8
9 Careful consideration and a reasoned approach will win out in the end but it may take time. Patience and careful planning will help resolve difficult situations. Remember, always stay calm and avoid raised voices. Take it further Go to the Chartered Institute of Personnel and Development (CIPD) link below and see if you can pick up any other tips or advice on conflict management: NB: to view this resource, you will need to register for a free CIPD website account. Conflicts will often flare up from what seems like nowhere or they may have been brewing for a while. Avoiding an issue will not make it go away face it and be prepared to negotiate your points until an acceptable common ground can be found. Some issues will need to be resolved with extra assistance, for example from others within your organisation, outside neutral parties, or professionals such as lawyers, arbitrators or an ombudsman such as the Advisory, Conciliation and Arbitration Service (ACAS). Take it further Follow the link below to find out more about the work of ACAS. Disputes can escalate very quickly, so quick acknowledgement and action is required. Failure to resolve issues will lead to a lack of trust and respect, and will ultimately tarnish any future business or professional relationship. Disputes with suppliers can be particularly costly and inconvenient. The portfolio activity is also linked to NVQ Unit 36: AC 1.4, 3.1, 3.4; HNC 59: AC 4.1, 4.2; HNC Unit 60: AC Conflicts due to company restructure Conflicts are not always just between two people in the workplace; they could be between the company management and staff. Company mergers and takeovers are one source of unrest and conflict in the workplace. Two similar companies or departments can join and then remove whole layers of employees. There are rules and regulations covered by the UK labour law that protect staff whose business is being transferred to another business. Portfolio activity (1.4, 2.4) Go online and research Transfer of Undertakings (Protection of Employment) Regulations, or TUPE for short. Summarise your rights as a UK company employee. Dealing with conflicts There are many ways to deal with conflicts, ranging from ignoring them to full-on confrontation! No one wants to be involved in intense conflict at the start of a promising career, so here are a few options to consider. Discuss the situation with a peer who is not directly involved and get some unbiased views or opinions on the dispute consider them, do not simply dismiss them, as you may have missed a key piece of information. 9
10 Try to put yourself in the other person s shoes as far as possible, look at it from their perspective to see their reasoning. Write down some notes, for and against each point of view. Ask for someone neutral to mediate. Ask a manager to get involved and sort out the dispute. Remember, this may not be personal, it may just be business, so keep it in perspective. Try to isolate the contentious point by discussing the issues calmly and listening. Always talk, never shout. If it looks like the situation is deteriorating beyond your control, you can always walk away, regroup, think about it and come back another time. Remember, most disputes can be resolved but not all parties can be completely happy all the time. These situations change and adapt, and relationships have to be worked on continuously. Some rules for consideration are shown in Figure Keep calm Keep an open mind Talk about it, do not shout about it Keep calm Figure 7.1.2: Even though it can be difficult, try to keep the heat out of any discussions. Case study: Resolving conflict A UK-based company has won a contract to supply a green solution for a new housing development in northern France. A local supplier is contracted to supply the main products and a deposit is negotiated to initiate the design and manufacture. The specialist installer changes the specification due to unforeseen local planning changes but the bespoke products have been designed and considerable money has been invested in setting up the manufacturing process and in the equipment. A lengthy and complex dispute is now a real possibility and mediation is sought to avoid further legal costs. Middle ground is negotiated on the contract and a suitable green solution is installed to the satisfaction of the stakeholders. The contract is able to complete within time, and trust and goodwill are maintained between both the parties involved. The portfolio activity is also linked to NVQ Unit 36: AC , , 3.1, 3.2; HNC Unit 60: AC 4.1, 4.2; HNC Unit 59: AC 2.1, 3.2, 3.3, 4.1, 4.2. Portfolio activity (1.4, 2.4) Use the internet to research alternative dispute resolution and write a short report on your findings. The website below could be helpful: If your organisation is involved in European contracts with suppliers, find out what advice is available for alternative dispute resolution by visiting the UK European Consumer Centre website at: Activity What does TUPE say about your employment rights? What is arbitration? What is conciliation? What is mediation? What strategies can you use to stay calm when dealing with a workplace conflict? 10
11 Checklist At the end of this topic guide you should be familiar with: developing your working relationships effectively dealing with work priorities dealing with conflicts at work alternative dispute resolution. Further reading and resources Acknowledgements The publisher would like to thank the following for their kind permission to reproduce their photographs: Veer/Corbis: Johan Swanepoel (1) All other images Pearson Education Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edition of this publication. 11
DESCRIBING OUR COMPETENCIES. new thinking at work
DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE
More informationyour people are our business Performance Management
Performance Management Introduction As a business owner, it is crucial to ensure that employees are motivated, inspired, productive and working to their fullest potential. As a manager of people, performance
More informationMake and receive. telephone calls. Unit Q107. What you will learn. Understand how to make telephone calls Understand how to receive and transfer
Unit Q107 Make and receive telephone calls What you will learn Understand how to make telephone calls Understand how to receive and transfer telephone calls Be able to make telephone calls Be able to receive
More informationFinding and choosing a mediator
Finding and choosing a mediator Thinking about mediation? This leaflet is for you if you ve heard about mediation and you re interested in trying it to resolve a dispute you are involved in. Or perhaps
More informationCommunication of health and safety in the workplace
Unit 6: Maintaining systems for health, safety, welfare and environmental protection in the workplace. 62 Key term ISO 9000 ISO is an international standard by which products and management systems are
More informationCommitment to Customer Care Providing a high quality patient experience
Commitment to Customer Care Providing a high quality patient experience Commitment to Customer Care Our promise: At Sheffield Teaching Hospitals, all receptions will The Commitment to Customer Care Guide
More informationApplies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet
Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences
More informationSMART targets in project management
Unit 34: Plan and manage a project. 342 SMART targets in project management As part of this unit you need to be able to agree SMART (specific, measurable, achievable, realistic and time-bound) targets
More informationBuilding a career in specification sales A guide to specification sales
Building a career in specification sales A guide to specification sales What is specification selling? Who is the specifier? What stages does the specification decision process go through? What are the
More informationCreating mutual trust
13. 3and Creating mutual trust respect Organisations that thrive are those where the company culture promotes mutual trust and respect of colleagues, and this is as true in PR as it is elsewhere. In this
More informationFind your perfect office space, in three easy steps.
Find your perfect office space, in three easy steps. 1 We are Instant, the global specialists in flexible offices, and our goal is to fulfill your need for the perfect workplace. We make sense of the huge
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationLearning to Delegate
Learning to Delegate Overview Tips for managers on how to delegate Why is delegation necessary? Why do many managers have a hard time delegating? What to delegate What not to delegate How to delegate Give
More informationWhy Accountability Matters
PREVIEW GUIDE Why Accountability Matters Table of Contents: Sample Pages from Leader s Guide...pgs. 2-8 Program Information and Pricing...pgs. 9-10 Leader s Guide Can We Count on You? CRM Learning s Can
More information06. Create a feedback loop. 01. Create a plan. 02. Improve People skills. 07. Get a tool that supports the workflow. 03. Keep your promises
01. Create a plan 06. Create a feedback loop Plan how you are going to provide better customer service and take help from both staff and customers. 02. Improve People skills Service is a skill and people
More informationThe Workplace Supervisor, Coach and Mentor
WESTERN AUSTRALIA The Workplace Supervisor, Coach and Mentor A resource for Disability Service supervisors and coordinators to support staff involved in accredited training. Acknowledgements This guide
More informationConsumer Awareness Guide. Using Recruitment Agencies
Consumer Awareness Guide Using Recruitment Agencies Prepared By Ian M Campbell Avenue Scotland Introduction At Avenue Scotland, we take great pride in the honest, professional service we provide. We have
More informationCognitive and behavioural therapy (CBT) for people with depression and anxiety What skills can service users expect their therapists to have?
Cognitive and behavioural therapy (CBT) for people with depression and anxiety What skills can service users expect their therapists to have? Cognitive and behavioural therapy (CBT) for people with depression
More informationChapter 7.4 Negotiation skills
Benefits of this chapter Many think that negotiation is reserved for high-powered executives or lawyers sitting in the board room figuring out what big decision to make next. But the truth is, professionals
More informationHolding Effective Performance Meetings and One-to-Ones
Section 01 Section 03: Holding Effective Performance Meetings and One-to-Ones 1 Talking about Performance Discussing performance and providing feedback is not easy but it is important to the continued
More informationPERFORMANCE DEVELOPMENT PROGRAM
PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator
More informationInsurance for small businesses
Simply Business THE SIMPLY BUSINESS GUIDE TO Insurance for small businesses Guide #2 The UK s biggest business insurance provider 2 3 Contents 01 Finding a provider The role of insurance brokers and aggregators,
More informationStep by Step Project Planning
Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2
More informationThe complete guide to becoming a mortgage advisor
The complete guide to becoming a mortgage advisor Mortgage advisors help people with one of the biggest purchases of their lives, helping them to secure a mortage to buy or re-mortgage property. If you
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More informationNHS Complaints Advocacy
NHS Complaints Advocacy Raising Concerns or Complaints About the NHS Advocacy in Surrey is provided by Surrey Disabled People s Partnership (SDPP) In partnership with SDPP is a registered Charity: 1156963
More informationSuccessful Negotiation Strategies for Women in the Workplace. Stephanie K. Eberle, M.Ed School of Medicine Career Center
Successful Negotiation Strategies for Women in the Workplace Stephanie K. Eberle, M.Ed School of Medicine Career Center Is it sexism? Progress: 7 female CEOs 51.6% of medical scientists, 44.4 % of biological/life
More informationLesson One: Introduction to Customer Service
Student s Name: Date: / / Lesson One: Introduction to Customer Service 1. Customer service is a relatively complex puzzle. While engaging customers, we are attempting to offer services in a manner that
More information13. Project Management and the Australian Bureau of Statistics: Doing What Works
13. Project Management and the Australian Bureau of Statistics: Doing What Works Dennis Trewin, Australian Statistician, Australian Bureau of Statistics Introduction Project management has to be a core
More informationPersonal Development Competency Project Professional Services. A 3-part guide for managers and staff
Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced
More information11. Planning your 1workload
11. Planning your 1workload In any career, or personal pursuit, planning and managing a workload is an essential skill. In public relations, you will often need to work on several varied projects, with
More informationCustomer Service Standards - Greetings
TRAINING MANUAL for improving the quality of service in the Healthcare Industry MODULE 2/14 Includes Chat Points and Learner Activities PLUS Trainer s Notes Customer Service Standards - Greetings The Healthcare
More informationTop 5 Mistakes Made with Inventory Management for Online Stores
Top 5 Mistakes Made with Inventory Management for Online Stores For any product you sell, you have an inventory. And whether that inventory fills dozens of warehouses across the country, or is simply stacked
More informationPractical Problem Solving Dr. Chris Williams
Practical Problem Solving Dr. Chris Williams Overcoming Depression A Five Areas Approach 2 Acknowledgement Practical Problem Solving is part of a longer self-help workbook called Overcoming Depression:
More informationExample Material Change Management
Assessing Size and Complexity of Change - Overview Complex P R O C E S S Many processes Cross functional Critical processes Significant change P E O P L E Complex Many people New way of work Different
More informationOnly. (inc VAT) SMALL CLAIMS. Helping you resolve disputes worth 100s to 10,000. QualitySolicitors Truemans
Only 99 (inc VAT) SMALL CLAIMS Helping you resolve disputes worth 100s to 10,000. QualitySolicitors Truemans 2 Small claims legal advice, when you need it From a dispute with a builder to a holiday which
More informationHow to Find a Job if You Have Disabilities
Post-Secondary Options This informative publication ensued from the collaborative works of Family Network on Disabilities and ASAN. Family Network on Disabilities understands and respects the beliefs and
More informationThe ABC s of Staying in Touch with Your Child s School. Tips and Techniques for Serving Children through Great Communication
The ABC s of Staying in Touch with Your Child s School Tips and Techniques for Serving Children through Great Communication from The National School Public Relations Association (NSPRA) and its nearly
More informationFamily law a guide for legal consumers
Family law a guide for legal consumers Image Credit - Jim Harper A relationship breakdown is a difficult time for anyone. It is one of the most stressful experiences in life. Where you have to involve
More informationNHS Complaints Advocacy. A step by step guide to making a complaint about the NHS. www.pohwer.net
NHS Complaints Advocacy A step by step guide to making a complaint about the NHS NHS Complaints Advocacy Important Information Please read this section before the rest of this guide to ensure you take
More informationMacmillan Cancer Support Volunteering Policy
Macmillan Cancer Support Volunteering Policy Introduction Thousands of volunteers dedicate time and energy to improve the lives of people affected by cancer. Macmillan was started by a volunteer and volunteers
More informationThe psychological contract
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?wa_src=email&wa_pub=cipd&wa_crt=feature3_main_none&wa_cm p=cipdupdate_160610 The psychological contract Employee relations Revised May 2010
More informationYour appraisal 360. product guide. Competency Frameworks
Your appraisal 360 product guide Competency Frameworks ver 1.0 2 of 11 Third Eye Resolutions Ltd Contents What Appraisal360 feedback does for you... 4 Ways of buying Appraisal360... 5 System only packages...
More informationMaking the Transition to Management
Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for
More informationRECOVERY ALTERNATIVES
RECOVERY ALTERNATIVES Contact us at: 1-800-805-0499 http://www.recoveryalternatives.com INTERVENTION PREPARATION WORKSHEET To help guide you through the process of preparing for the intervention, a series
More informationModule 2 An Introduction to. The Performance Appraisal System
Module 2 An Introduction to The Performance Appraisal System Introduction THE PERFORMANCE APPRAISAL SYSTEM: We all want to get better results from the work we do - as individuals, as teams and as an organisation.
More informationIT strategy. What is an IT strategy? 3. Why do you need an IT strategy? 5. How do you write an IT strategy? 6. Conclusion 12. Further information 13
IT strategy made simple What is an IT strategy? 3 Why do you need an IT strategy? 5 How do you write an IT strategy? 6 step 1 Planning and preparation 7 step 2 Understanding your organisation s IT needs
More informationGuideline to purchase a CRM Solution
Guideline to purchase a CRM Solution esphere Whitepaper Content list Introduction... 3 Challenges... 3 Overview... 4 Define Your CRM Requirements and Business Objectives and start gather information...
More informationEMPLOYEE JOB IMPROVEMENT PLANS. This Employee Job Improvement Plan designed by Kielley Management Consultants achieves results because:
EMPLOYEE JOB IMPROVEMENT PLANS This Employee Job Improvement Plan designed by Kielley Management Consultants achieves results because: it is simple and understandable it keeps supervisors and employees
More informationDFID CORE COMPETENCY FRAMEWORK
DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated
More informationInterview Questions for Nursing Posts
Interview Questions for Nursing Posts CC 33 Careers Centre Always remember that an interview is a formal process. Even if you have had a clinical placement on a ward where you are being interviewed for
More informationTake the Sting Out of the 360 Degree Feedback Process
Blog Carmen Klann Take the Sting Out of the 360 Degree Feedback Process Everybody agrees with the statement that constructive feedback is very worthwhile and tremendously crucial for every individual and
More informationInterview skills An RCN guide for health care assistants and assistant practitioners
Interview skills An RCN guide for health care assistants and assistant practitioners Whether you re applying for a first job, or moving to a more senior position, the RCN is here to help you get that perfect
More informationthe ombudsman and smaller businesses
the ombudsman and smaller businesses your guide to the Financial Ombudsman Service the independent expert in settling complaints between consumers and businesses providing financial services about this
More informationWe want to know what you think
We want to know what you think Please tell us what you think about npower. We have asked Ipsos MORI, a leading independent research company, to help us collect feedback to improve the services we provide.
More informationModule 4: Identifying and Researching Career Options Transcript
Module 4: Identifying and Researching Career Options Transcript Introduction (video clip 1) This module will focus on the second step of the Career Planning Process, which is the step in which you ll figure
More informationWhat did I learn from participating in the career fair, and how did my presentation contribute to my classmates knowledge?
Career Fair Reflection 10 CAREERS The BIG Idea What did I learn from participating in the career fair, and how did my presentation contribute to my classmates knowledge? AGENDA Approx. 45 minutes I. Warm
More informationEmployee Engagement Survey Results. Sample Company. All Respondents
Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement
More informationWorking to standard: a code of conduct for support workers in health care. 1.1 Welcome to this code of conduct for support workers in health care.
Code of conduct for Healthcare Support Workers Working to standard: a code of conduct for support workers in health care 1. Introduction 1.1 Welcome to this code of conduct for support workers in health
More informationTeam Brief Guidelines
Team Brief Guidelines CONTENTS Introduction What is team briefing? The benefits of team briefing The team briefing process The team briefing calendar Guidelines for managers with a responsibility for delivering
More informationA MyPerformance Guide to Performance Conversations
A MyPerformance Guide to Performance Conversations brought to you by the BC Public Service Agency contents Elements of a Conversation Preparing for the Conversation Clear on Intent/Topic for Discussion
More informationPsychic Guide 101 Written by: Jennifer A. Young www.bestonlinepsychics.net
Written by: Jennifer A. Young www.bestonlinepsychics.net Page 1 Table of Contents Chapter Title Page 01 Consulting a Psychic 03 02 Why Should You Consult a Psychic? 04 03 What Is a Psychic? 05 04 Choosing
More informationThe principles, processes, tools and techniques of project management
Unit 34: Plan and manage a project. 341 The principles, processes, tools and techniques of project management An industrial project, big or small, must be managed effectively to ensure the project s objectives
More informationINTERVIEW QUESTIONS: ADVICE AND GUIDANCE
INTERVIEW QUESTIONS: ADVICE AND GUIDANCE Although interviews can vary tremendously, from an informal chat to a panel interview, some questions always seem to crop up. It would be a good idea to review
More informationEmployment Guidance Note
Call 01392 207020 employment@tozers.co.uk www.tozers.co.uk Employment Guidance Note Conducting Disciplinary Meetings The following information is merely an overview of some key elements of what is a complicated
More informationwww.arden Fumigation.com (408) 279-2040 1
1 FREE REPORT 5 Crucial Things You Should Know Before Choosing a Pest Control Service 2 We all know how difficult it is when we need to get rid of pests in our house. It is even more difficult to do it
More informationQuick Guide. Oral presentations. Four-step guide to preparing oral presentations. What is in this guide. Step 1: Plan
Oral presentations What is in this guide Four-step guide to preparing oral presentations Step 1: Plan Step 2: Prepare Step 3: Practise Step 4: Present Reflecting on the presentation Oral presentations
More informationYour Planning Checklist Grade 9
Your Planning Checklist Grade 9 Let your teachers know that you plan to go to college. Are your courses considered college prep? If you don t know, ask your guidance counselor to make sure they are. TIP
More informationWorking in Groups BJECTIVES ONTENTS. By using this section you will be able to: Form effective groups. Devise action plans for group activity
Working in Groups By using this section you will be able to: Form effective groups O BJECTIVES Devise action plans for group activity Set ground rules for group activity Delegate effectively Provide constructive
More informationCustomer Charter. A five star service
Customer Charter A five star service A five star service Our Customer Charter outlines how we plan to provide you with a five star service. Based on what you ve told us, we ve summarised the most important
More informationTen questions to ask your lawyer about costs
Legal Ombudsman January 2014 Consumer Guide: Costs Ten questions to ask your lawyer about costs 1 The information in this leaflet is useful for anyone who is using, or thinking of using, a legal service.
More informationOrientation to Quality Customer Service
Orientation to Quality Customer Service This orientation contains crucial information for all new student employees at DePaul University. The orientation is designed to acquaint you with the everyday practices
More information!"#$%&'()"*"++%(*,%-")+.*(#%/"0"#.12"*3
INTERNATIONAL BUSINESS SKILLS COURSEWARE!"#$%&'()"*"++%(*,%")+.*(#%/"0"#.12"*3!!!!!"#$!%&'()*(+,'(!".)+!""#$%&'%#()#*)+,"%("")./&$'%'%#(/" I hear and I Forget I see and I Remember I do and I Understand
More informationThe Ultimate Guide to B2B Telemarketing
The Ultimate Guide to B2B Telemarketing Contents What is Telemarketing?... 3 Data...4 What data do you need?...5 How to keep your data clean...6 The telemarketing campaign messaging... 7 The call...9 How
More informationSuccession Planning and Career Development
Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table
More informationHigher Apprenticeship in Construction Operations Management
Higher Apprenticeship in Construction Operations Management Information for prospective higher apprentices What is the Higher Apprenticeship in Construction Operations Management? This new Higher Apprenticeship
More informationBuilding Trust PE R S PECTIVE S. The Critical Link to a High-Involvement, High-Energy Workplace B egins with a Common Language
PE R S PECTIVE S Building Trust The High Cost of Low Trust Low morale Lower productivity People quit but stay Increased turnover The Four Elements of Trust Able Believable Connected Dependable The Critical
More informationGuide to home improvements projects
Guide to home improvements projects Top tips for anyone about to have some work done in their home March 2012 OFT1408 Crown copyright 2012 You may reuse this information (not including logos) free of charge
More informationThe Definitive Guide to Solving Business Disputes
The Definitive Guide to Solving Business Disputes With tips on: how to save on solicitor fees preventative action you can take plus all you need to know to fight it out in court if the worst happens By
More informationGuidance for Employers and Code of Practice
WHISTLEBLOWING Guidance for Employers and Code of Practice MARCH 2015 Contents What is whistleblowing?... 3 What are an employer s responsibilities in regards to whistleblowing?... 3 Recognising workers
More informationThe ABC s of Communicating with Your Child s School
The ABC s of Communicating with Your Child s School A Ask questions whenever you have a concern. Good schools want involved parents who know what s going on in their schools. They know that sound support
More informationDealing with problems and complaints
47 6 Dealing with problems and complaints STARTER Look at this list of things that customers complain about. Which three things annoy you the most as a customer? Compare your answers with a partner. a
More informationWould You Like To Earn $1000 s With The Click Of A Button?
Would You Like To Earn $1000 s With The Click Of A Button? (Follow these easy step by step instructions and you will) This Version of the ebook is for all countries other than the USA. If you need the
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports of job seekers, made from thousands of job interviews, done at 97 big companies in the United States, we selected the 15
More informationEngland. Your project and its outcomes. Acknowledgements This booklet has been prepared for the Big Lottery Fund by Charities Evaluation Services.
England Your project and its outcomes Sally Cupitt with Jean Ellis Charities Evaluation Services Acknowledgements This booklet has been prepared for the Big Lottery Fund by Charities Evaluation Services.
More informationTo be used in conjunction with the Invitation to Tender for Consultancy template.
GUIDANCE NOTE Tendering for, choosing and managing a consultant Using this guidance This information is not intended to be prescriptive, but for guidance only. Appointing consultants for relatively small
More informationGetting the best from your 360 degree feedback
1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...
More informationCode of Business Principles Helping us do the right thing
Code of Business Principles Helping us do the right thing Code of Business Principles Helping us do the right thing Contents 01 Foreword 02 Who is the code for? 03 Where to find advice or raise a concern
More informationmicroskills The microskills Guide to Tim Russell Group microskills is a division of the Tim Russell Group microskills@timrussellgroup.
The microskills Guide to TELECONFERENCING Tim Russell Group microskills is a division of the Tim Russell Group microskills@timrussellgroup.com 1 The microskills Guide to: TELECONFERENCING The best teleconferences
More informationCareer Readiness Skills
Interests, Aptitudes, and Abilities... 1 Entrepreneurship... 2 Taking an Interest Inventory... 3 TSA... 5 Keys to a Positive Attitude... 6 Teamwork... 7 Work Habits... 9 Personal Employability Traits...
More informationWhat does this mean for the Effective Practitioner?
Change Management Key Message Change is an inevitable part of life it s how we approach, manage and learn from change initiatives that can mean success or failure over the long term. The role of a leader,
More informationEXPECTATIONS GREAT. A lawyer-client handbook. Produced by the. CANADIAN BAR ASSOCIATION and the CANADIAN BAR INSURANCE ASSOCIATION. Lawyer s Desk Copy
GREAT A lawyer-client handbook Produced by the CANADIAN BAR ASSOCIATION and the CANADIAN BAR INSURANCE ASSOCIATION Lawyer s Desk Copy EXPECTATIONS Great Expectations Foreword............................................
More informationIMPROVING INTERPERSONAL COMMUNICATION
In general, people want to feel that they have been treated fairly and feel that they have been understood and respected, regardless of what is being communicated. The ability to listen respectfully can
More informationHow to Prepare for your Deposition in a Personal Injury Case
How to Prepare for your Deposition in a Personal Injury Case A whitepaper by Travis Mayor, Attorney If you have filed a civil lawsuit in your personal injury case against the at fault driver, person, corporation,
More informationChange Management an introduction
Department of Human Resources Change Management an introduction Contents Change Management 3 Why are Change Management skills 4 so important at MMU? Key Considerations for Managing 4 Change Change and
More informationChapter Four: How to Collaborate and Write With Others
Chapter Four: How to Collaborate and Write With Others Why Collaborate on Writing? Considering (and Balancing) the Two Extremes of Collaboration Peer Review as Collaboration * A sample recipe for how peer
More informationComplaints. It is also important to learn from complaints in order to prevent or minimise the risk of similar problems happening again.
6 Complaints Even the most careful and competent dental professional is likely to receive a complaint about the quality of the service, care or treatment they have provided, at some point in their career.
More informationStructured Problem Solving Workbook
Fact Sheet 13 Structured Problem Solving Workbook Structured Problem Solving Everyone experiences problems. Some of us have more to contend with than others, yet often it s not the size of the problem
More informationAccount of practice: Using mentoring and coaching to facilitate school-to-school improvement
Account of practice: Using mentoring and coaching to facilitate school-to-school improvement Beryce Nixon, Headteacher and national leader of education, Hill Top Primary School, Doncaster, and Sue Turner,
More information