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Project Management

OBJECTIVES:

The objectives of one-day training on Project Management are:-

  1. To capacitate the managers or leaders to manage project effectively and efficiently as required standard
  2. Achieve project objective, quality, as well as project impact positively.

What Participant will learn:

Participants will learn about project management, an approach that goes beyond the nuts and bolts of traditional project management. The one-day training also teaches basic general management and leadership skills that can help them plan and successfully lead complex strategic projects. This daylong session will help them in following areas.

 

  • Knowledge about project cycle and
  • Understanding about project management process
  • Manage projects with confidence
  • Monitor risks and correct trouble spots
  • Earned value analysis of a project
  • Framework for adaptive project Management
  • Put together a solid team and Leadership role
  • Effective documentation

 

Methodology:

Interactive discussion, PowerPoint presentation, question and answer session.

 

The content of one-day training on Project Management:

 

  • Understand why business success depends on projects and what makes projects successful
  • Define project and project cycle
  • Triple constraints and other ways to measure project success
  • Discuss the five project management process groups
  • Discuss the ten knowledge areas of project management
  • Stakeholder Analysis is a key to project success
  • Learn key project planning concepts and tools
  • Discuss Earned Value Analysis as a tool for evaluating project performance
  • Discuss the role of a project management office
  • Discuss Teamwork and Leadership role in effective project management.
  • Discuss the application of the Diamond Framework for adaptive project management
  • Be familiar with the project management code of ethics and professional conduct

 

 

Target Participant:

Mid Level and Senior-Level Managers

 

True Leadership Skills ! 5 Signs You have to Know

Sometimes the only way you’ll truly know whether a leader’s skills are genuine is to measure the manager that made your life miserable against the one that had you thinking often, “This is too good to be true.”

If you think your boss is some freak of nature and you’re the luckiest person alive, I’ll break it to you gently: He or she is most likely the kind of leader who demonstrates best-in-class behaviors identified in the research of those leading the most profitable companies on the planet.

They are often referred to as servant leaders, conscious leaders, authentic leaders, or transformational leaders. Whatever you call them, one thing is for sure: their helm releases discretionary effort across an organization. That’s good for business.

What I have witnessed in the past ten years in my own practice developing servant leaders is that such leaders shine the spotlight on other people. They don’t want the attention, and they share their power and status to benefit the people under their care.

The secret comes down to three words: People over profit. And when that happens, companies will actually make more profit. Imagine that.

To get practical, let’s dive into the most prevalent leadership behaviors of such leaders. While there are countless leadership practices that lead to great outcomes, for this discussion, I’ll narrow it down to five:

1. They spread joy and drive fear away.

Let me ask you an honest question: Do you look forward to going to work when you get up on a Monday morning? Do you look forward to interacting with your colleagues? Do you feel appreciated by your boss because he/she takes care of you?

If you’re nodding your head yes, you probably experience joy. Congratulations! Joy is an emotion evoked by well-being and success that’s experienced by every employee in healthy cultures under great leaders.

It’s the feeling you get in a highly collaborative environment where people respect one another, where there’s real teamwork among colleagues who encourage each other, where co-workers share the same values, and there’s constant synergy in the air. Next thing you know, you look up, it’s 5:30 p.m., and the place is still buzzing with energy and excitement, and people find it hard to pull away and go home. This is joy!

And leaders create the environment for this to happen.

2. They provide employees with meaning, purpose and a sense of belonging.

In Give and Take, Adam Grant says when a person finds purpose in their work, it will not only improve that person’s happiness, it will boost productivity.

Give the people what they want — purpose. One way to do it, according to Grant, is to give employees the chance to connect with and meet the people they are serving.

In research cited by Grant, three groups of employees in a university fundraising call center were tasked to call donors to ask for contributions. One of the groups read personal stories from scholarship recipients, about how those scholarships had changed their lives. Turns out that group increased their fundraising by 143 percent versus the other groups who just made calls as part of their duties.

Grant takes it a step further: When these same fundraisers were given the opportunity to meet a scholarship recipient and ask them questions for as little as five minutes, their fundraising went up by more than 400 percent!

Grant’s conclusion? Having employees meet the people they are helping is the greatest motivator, even if it’s limited to a few minutes.

Employers have a competitive edge when they can give their people access to customers, so they can see firsthand the human impact their work makes.

This is about having work that brings with it meaning, every day. When employees feel they are making a difference in the world through the work they do–whether they’re designing apps or laying down asphalt–it increases their motivation to perform.

3. They foster a learning spirit within the organization.

People development is not a separate retention activity enforced by HR. It’s ingrained in the mindset of servant leaders. Obviously, this is good business strategy, as it will increase team performance.

But beyond that, developing people is a goal of leadership in and of itself. It’s a way of being. And this is how great leaders do it:

  • They identify their employees’ gifts, talents, strengths, and personality types for the best job fit, so they can reach their potential.
  • They champion a learning spirit within the organization, sending a clear message that “growing our people is one of our highest priorities.”
  • They provide ongoing training, coaching, and mentoring opportunities that are aligned with job purpose, performance measures, and fulfilling the organizational mission.

4. They build trust that leads to business outcomes.

Let’s face it, if you are considering developing leaders, trust is a pillar your company’s leadership should stand on.

In his book The Speed of Trust, Stephen M.R. Covey highlights leadership trusting behaviors that are culturally ingrained in the structures of companies known for high employee engagement, including Whole Foods, Campbell Soup, and Semco.

Among those trusted behaviors are:

  • Practicing accountability
  • Creating transparency
  • Confronting reality
  • Clarifying expectations
  • Listening first

This is how their leadership teams and employees interact day-to-day. Imagine the possibilities of leveraging such behaviors to increase trust across the board. Employee performance ratings go up, and as a result, your customers will notice a difference.

5. They are open and transparent in how they communicate.

A clear example of this practice is modeled by Melissa Reiff, the CEO of The Container Store, which is ranked No. 49 on Fortune‘s annual list of “100 Best Companies to Work For.”

Reiff personally crafted the organizational principle of “Communication IS Leadership,” which is defined as the “daily execution of practicing consistent, reliable, predictable, effective, thoughtful, compassionate, and yes, even courteous communication.”

In its purest form, the culture of The Container Store strives for every employee to know absolutely everything. While this can be a daunting undertaking for any company, The Container Store firmly acknowledges the power behind this principle on its website, which states “nothing makes someone feel more a part of a team than knowing everything has been communicated to them. We know that some information we share could fall into competitors’ hands, but the advantages far outweigh the risks.”

 

Source: This article was written by Mr. Marcel Schwantes, Principal and founder, Leadership From the Core

Five Tips for Choosing the Right Pre-Employment Tests

Pre-employment tests are preferred by most companies to ensure there is an optimal fit between the candidate and his or her job role. Scientifically-backed and reliable tests will help you make good hiring decisions and reinforce your faith in good candidates.

Sometimes candidates are suspicious of pre-employment tests and view them as discriminatory. It is up to the employer to help the employee understand that testing is a standard procedure and is applicable to every candidate.

Pre-employment tests can be highly useful if you pick and choose the tests most relevant to the position you are hiring for. Safety-sensitive positions may require additional drug or alcohol testing to ensure that the employee does not pose potential threat to safety at workplace.

Here are a few pre-employment tests that will cater to all your needs and will help you choose the best candidate for the job.

1) Take into consideration job knowledge.
Job knowledge tests are used to evaluate a candidate’s technical or theoretical expertise in his field of work. If a candidate is appearing for the position of an accountant or a technician, then it is important that you test for subject expertise. This will give a very good idea about the candidate’s grasp of the subject. The better he performs in the test, the higher are his chances of performing well on the job.

Tests also involve evaluating a candidate’s knowledge of policies, procedures, and laws that are pertinent to performing the job well.

You can choose this test if you are hiring for a position that requires the person to put into use his learning and knowledge of the subject/field.

2) Cognitive ability is important.
Cognitive ability tests aim to measure the overall mental capacity and capabilities of the candidate. The cognitive capacity of the candidate has a strong correlation with his or her job performance. A good score also means that the potential hire is a fast learner and will be able to pick up new skills on the job.

Cognitive tests are a good testing method for educated candidates. General Aptitude Tests are most common method of cognitive testing in workplaces that measure numerical, logical, verbal, and abstract and mechanical reasoning.

Intelligence quotient (IQ) tests are different from cognitive tests, in that the former measures a static value that remains almost unchanged throughout a person’s life. It is also found that IQ is influenced by outside factors like heredity, income and other demographic characteristics. Cognitive function is dynamic and has the drawback that it can be manipulated by practice, experience, and efforts.

It is important that multiple evaluation methods are used and the candidate is not hired on the basis of cognitive evaluation tests alone.

3) Physical ability is critical for certain jobs.
Physical ability tests are carried out to find out whether the candidate will be able to meet the physical demands, requirements, or limitations of the job. The personnel hired must be able to perform the routine tasks in the job with relative ease, without causing harm to themselves or to others.

Physical ability tests have the drawback in that they can often be litigious, because the results may be discriminatory toward women or candidates of certain ethnicities. Some candidates may find it hard to perform strenuous tests like muscular-power tests and may end up injuring themselves, causing further legal problems for the employer.

Monitoring or measuring of heart rate, blood pressure and other vital physiological factors are termed as medical exams, and it is illegal to make a candidate undergo related tests without an express job offer.

To stay on the safe side of labor law, it is necessary you validate the physical ability tests with job-relatedness. A relatively large job analysis database documents the viability of the tests and makes it more legally defensible to conduct the tests. Standardized physical ability tests (PAT) can also be used as a part of maintenance tests to ensure the employees stay physically fit.

4) Personality tests help you choose the right fit.
Personality tests help determine whether or not the candidate has the personality and the temperament that suit the demands of the job and the requirements of the company.

Human behavior and character are a sum total of various psychological and environmental factors affecting the person. Psychometric reports generated by the tests cannot be held binding as to how the employee will behave or perform at the workplace, and should be used in conjunction with other reliable evaluation tools. This will help you make better hiring decisions and have greater chances of success at predicting attitude and workplace behavior of candidates.

Personality tests aim to measure whether a candidate can successfully perform the job, has the necessary will and motivation to do it, and has a personality that can fit in. The Caliper Profile, Gallup StrengthsFinder, and Sixteen Personality Factor Questionnaire are some of the popular tests used by companies. The controversial Myers-Briggs Type Indicator tests are not being widely used today because they serve more as a self-discovery tool rather than a professional evaluation tool to make hiring decisions.

According to an article in Harvard Business Review personality traits that are most useful to be measured include the ones that are static, and remain unchanged. Measuring a candidate’s state of mind proves to be less useful. The traits should also be normative in nature, in that the scores of competing candidates can be measured. There should also be a “candidness” or a distortion scale that takes into account room for discrepancy or wrong scores. Also, as with any other pre-employment test, reliability and validity are of critical importance to personality tests.

5) Pre-employment drug tests improve safety.
Pre-employment drug tests are also routinely part of the screening process for several jobs, especially for the safety-sensitive jobs that require employees to be sober, alert, and agile.

Employers and companies use drug and alcohol testing as part of their pre-employment screening processes and/or as part of the ongoing regular screenings of employees in safety-sensitive job roles.

You must know that it is not mandatory for most private sector companies to conduct drug and alcohol testing of employees. But, most industries regulated by the government, like aviation, transport, and defense, require that job applicants be screened for drug and alcohol use.

Pre-employment drug and alcohol testing is usually carried out after a formal job offer has been made to the candidate. If the candidate fails to clear the test, the offer is withdrawn. Based on state and federal laws, the rules governing workplace and pre-employment drug and alcohol testing vary.

In pre-employment drug tests, applicants are usually screened for the presence of amphetamines, cocaine, nicotine, opiates, marijuana, alcohol and methamphetamines. Urine and blood tests are routinely used for the purpose of testing. Corporate drug testing for employees includes regular checking for use of drugs or alcohol, especially in critical and safety-centric jobs. Hair drug tests can detect use of specific drugs within a three-month window period, whereas saliva or mouth swab tests can detect use from within a few hours up to a couple of days.

Random drug testing tests employees on a random basis for detectable use of specific drugs or alcohol use above a certain limit. It is important that you set your policies and procedures regarding random drug testing clearly from the beginning to avoid employee discontent. Jobs that involve operating machinery or heavy equipment, or driving and other risky jobs, all call for random drug testing of employees.

The benefits of workplace drug testing are many. Not only is the workplace a safer place, but employee morale also improves and employee turnover and absenteeism decrease. Families of employees are also better off due to abstinence on the part of workers.

Conclusion
Pre-employment tests are very useful screening tools that help employers zero in on suitable candidates for various positions. It is also important to keep in mind that only the most valid and reliable tests that are tailor made to suit the unique needs of your company will give the desired results.

Jane Otterson is a Technical Writer at Confirm BioSciences. She specializes in the biotech sector, specifically now as it pertains to drug testing. She is passionate about making sometimes complicated scientific ideas easy to understand. When she is not writing, she enjoys reading about 3D-printed organs, making fun of programs on the SyFy channel, and playing various board games with family and friends.

source: Occupational Health and Safety Apr 17, 2017

 

Training on Occupation Health and Safety is now available.

10 Best Interview Tips !

Going to be looking for a new job in the new year? Update your resume and brush up on your interviewing skills with these 10 tips:

  1. Have good manners.

Be nice to everyone you meet during the hiring process, including the administrative assistants who schedule the interviews and bring you into the office. Even if the hiring process doesn’t formally solicit their feedback, you can be sure any bad impression you make on them will find its way back to the hiring manager.

  1. Don’t focus solely on technology.

If you’re interviewing for a leadership or managerial role, your job is more about people than tech. If you are looking for a technical job, you’ll have to interact with co-workers and colleagues in other business departments. If you make it clear you enjoy those interactions, you’ll appear more flexible than someone who wants to keep their head down and just code.

  1. Be ready to explain how you’d get started.

Companies are often hiring because they have an urgent need. Be ready to explain how your skills, background, and approach will let you hit the ground running.

  1. Dress appropriately.

It’s rare to need a suit and tie when interviewing for a technical position, but you should still bump your style up a notch. In some startups, casual, even sloppy, dress may still be appropriate for an interview, but even if you’re rumpled, you need to be clean.

  1. Be ready to show your portfolio.

Particularly for positions that emphasize creativity, such as user interface design roles, you may be asked to show samples of your work. Be mindful of any confidentiality or nondisclosure agreements you have with your current employer, but bring examples of your work when possible. (Don’t force an uninterested interviewer to look at it, however!)

  1. Be ready to ask questions.

You can plan questions in advance based on information you gather about the company online, but you’ll make an even better impression if you ask relevant questions about the specific opportunity that relate to information the interviewer gave you.

  1. Indicate your interest in continuing development.

No one can afford to stop learning, whether in a technical or managerial role. Express your interest in continuing to develop your capabilities, including technical and leadership skills, and the company will know that your value to them won’t end just because a technology becomes obsolete.

  1. Have your references ready.

Companies expect that you’ll be able to provide references; not having a list of names handy makes you seem unprepared and can raise suspicions that you don’t have anyone who will vouch for you. Make sure you let your references know you’ll be giving their information out and they are willing to respond on your behalf.

  1. Rehearse.

You don’t want to give canned answers to interview questions, but you don’t want to ramble, either. Anticipate what you may be asked and think about your answers in advance. You can’t anticipate specific technical questions, but you can brush up on the relevant technologies to refresh your memory.

  1. Remember the evaluation process goes both ways.

Interviewing isn’t just about you impressing the company; the company also needs to impress you. Pay attention to the facilities and people you see; do you think you’d fit in and enjoy working here? That’s the most important interview question of all.