Showing posts with label project management skills. Show all posts
Showing posts with label project management skills. Show all posts
Monday
Do You Have Management Issues?
I came across this interesting site just for managers, like you, who have real problems with your team and are seeking a bit of outside advice. Check out the following link: Site for managers
Wednesday
How to Deal with Lazy People at Your Workplace
You are a hard worker. You enjoy tackling a challenge and claiming victory when it's all said and done. You are not the type of person that necessarily enjoys working in teams, because you know that there is always one who isn't going to put 100% effort into the project, more like 20% or less. He or she will then go around and brag and boast they did more and would like a pat on the back for a contribution that was well...forgettable. How do you deal with these lazy people?
There are two types of lazy people. The first are those who admit, "Yes, I am lazy and I don't care who knows about it." The other group finds excuses, "I am not lazy. I just need to think about what I need to do before I do it." To this you say, "Well, how long is it going to be before you stop thinking and get to it?" The end result: nothing gets done.
The first group of lazy people when required to do anything will do the bare minimum. Since you know from the very start, if given the choice they will pick the least amount of work to do, give them the most. Sure they will complain, they will probably say what they won't do, but if there is a reward associated with it, they may find the motivation to do it. Motivation is essentially what they are lacking. The only way to find out what motivates them to stop playing solitaire on the computer and surfing the Internet, is to find out what they really want, need or both. One idea is to use time off as an incentive.
The second group of lazy people care about what others think, because if they didn't they wouldn't make unnecessary excuses to avoid negative comments. The way to motivate them is not to argue about the excuses that they make, but instead direct them to the task at hand and assign them specific deadlines they must meet. When deadlines are met, provide them with incentives as well or ways to make their job less cumbersome so that they are without excuse.
Lazy people are always looking for a way to make life easier for their selves. Most are very selfish. They aren't interested in helping others, but they will do it out of obligation. They know they have to eat; therefore, they will get a job, but they will be the ones you most likely see hanging around the water-cooler, talking in the break-room (when they have already took two breaks in less than an hour), out of site (and they are hoping out of your mind) when you need them and other similar behaviors.
Once you know you have someone like this around you, consider watching he or she more than the rest of the team. They are most likely going to be "up to no good." Too much time on their hands leads to gossip, lying, stealing and any other negative action, because they simply don't know how to keep themselves busy.
Many lazy people simply haven't been taught how to be good workers. You may want to show them basic principles on how one can achieve their best at work. Pointing the finger at Suzy and praising her for all her achievement in front of lazy workers is not the way to teach them, but describing the characteristics of a good worker is best.
by Nicholl McGuire
There are two types of lazy people. The first are those who admit, "Yes, I am lazy and I don't care who knows about it." The other group finds excuses, "I am not lazy. I just need to think about what I need to do before I do it." To this you say, "Well, how long is it going to be before you stop thinking and get to it?" The end result: nothing gets done.
The first group of lazy people when required to do anything will do the bare minimum. Since you know from the very start, if given the choice they will pick the least amount of work to do, give them the most. Sure they will complain, they will probably say what they won't do, but if there is a reward associated with it, they may find the motivation to do it. Motivation is essentially what they are lacking. The only way to find out what motivates them to stop playing solitaire on the computer and surfing the Internet, is to find out what they really want, need or both. One idea is to use time off as an incentive.
The second group of lazy people care about what others think, because if they didn't they wouldn't make unnecessary excuses to avoid negative comments. The way to motivate them is not to argue about the excuses that they make, but instead direct them to the task at hand and assign them specific deadlines they must meet. When deadlines are met, provide them with incentives as well or ways to make their job less cumbersome so that they are without excuse.
Lazy people are always looking for a way to make life easier for their selves. Most are very selfish. They aren't interested in helping others, but they will do it out of obligation. They know they have to eat; therefore, they will get a job, but they will be the ones you most likely see hanging around the water-cooler, talking in the break-room (when they have already took two breaks in less than an hour), out of site (and they are hoping out of your mind) when you need them and other similar behaviors.
Once you know you have someone like this around you, consider watching he or she more than the rest of the team. They are most likely going to be "up to no good." Too much time on their hands leads to gossip, lying, stealing and any other negative action, because they simply don't know how to keep themselves busy.
Many lazy people simply haven't been taught how to be good workers. You may want to show them basic principles on how one can achieve their best at work. Pointing the finger at Suzy and praising her for all her achievement in front of lazy workers is not the way to teach them, but describing the characteristics of a good worker is best.
by Nicholl McGuire
Monday
Top Three Rants About Work
Number One. It's okay for the boss to talk your ear off, but you aren't allowed to talk to anyone else in the office without "the look" and in some cases "The clear the throat" get back to work bs.
Number Two. "Oh just one more thing..." why is one more thing just before 5 p.m.
Number Three. Someone always needs the boss when he or she is still out for lunch. Two freakin' hours and they are still out to lunch!
Number Two. "Oh just one more thing..." why is one more thing just before 5 p.m.
Number Three. Someone always needs the boss when he or she is still out for lunch. Two freakin' hours and they are still out to lunch!
You’re Fired! If Only It Were That Easy – Avoiding An Unfair Dismissal Trial…
I think I speak for all managers around the country when I say that we have all, in our darker moments, fantasized about mimicking Sir Alan Sugar’s catchphrase on ‘The Apprentice’ and telling an employee in no uncertain terms that they need to clear their desk and leave: “You’re fired!” Nice as it is to be able to pretend it would be this easy to get rid of that typist who spends more time on the phone to friends than doing their job, or the office manager who pulls a sickie every week, the truth is that simply firing your staff in this unceremonious manner will lead to all the ‘pleasures’ of an ‘unfair dismissal’ lawsuit.
So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.
The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.
There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:
General Misconduct
These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.
Gross Misconduct
This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.
So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:
1) If and when you become dissatisfied with the employee, tell them in writing.
2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.
3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.
4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.
5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.
It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!
About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.
So how should we go about getting rid of staff who are bad for the company? There’s a procedure you have to follow to ensure that your back is covered should the disgruntled sacked employee be feeling litigious and looking to call wrongful dismissal.
The first step towards this is ensuring that you have a clear set of rules and regulations. Afterall, if something is against the rules, but you’ve never actually explained it to your employees, then how are they supposed to know they are breaking them? At this point, you also need to be very clear of the consequences if such rules are broken.
There are two levels of misconduct you need to make provisions against: general and gross. Due to the different levels of seriousness, you need to make clear the action you would take in each circumstance:
General Misconduct
These are minor offenses or one-offs that would not result in serious repercussions for your business if occurring. The sort of thing that falls into this category should be: lateness, personal calls on the company telephone or under performance.
Gross Misconduct
This type of offense is for serious offenses which could damage the company, including acts of physical violence, drug or alcohol abuse, vandalism of company property, serious breaches of health and safety regulations, theft, fraud, harassment, discrimination or serious negligence. Additionally, the behavior listed in general misconduct could accumulate into gross misconduct if persistent while ignoring staff warnings.
So how do you go about ditching the troublesome staff? As I mentioned before there are procedures and you can’t just go and make an example out of someone on the spot – well you can, but the chances are they’ll be entitled to make an example out of you in the courts with a ‘wrongful dismissal’ lawsuit! Here’s how it’s done to avoid litigation:
1) If and when you become dissatisfied with the employee, tell them in writing.
2) Meet up with the employee and discuss the issue, trying to find a way in which the problems can be resolved. If possible, resolve the problem informally: You might consider training, or more supervision. Tell the employee the improvements you expect, and when their progress will be reviewed.
3) If an informal solution isn’t possible, take formal action – first a written warning, and then a final written warning. These must explain the nature of the problem, what you expect to improve and the consequences if they fail to meet your standards. Explain they have the right to appeal against your decision and give them opportunity to explain themselves.
4) If they accept their right of appeal, arrange a meeting and hear their case. Tell the employee your decision.
5) If the employee fails to meet your requirements, you may dismiss them or offer them a different job. Once again you need to follow procedure: a written dismissal, meet with the employee and give them the opportunity for appeal.
It may seem like a lot of hassle, but in the long run it’s better for employers to be able to resolve problems with their staff internally anyway. If you give your employees notice and they improve their ways, not only are you avoiding an unfair dismissal case against you, you are saving the costs and time involved in looking to hire a replacement for the sacked employee. Keep this procedure in mind, and avoid the Alan Sugar fantasies and the whole legal minefield that inevitably follows!
About the Author
Iain Mackintosh is the managing director of Simply-Docs. The firm provides over 1100 legal documents and templates covering all aspects of business from the new holiday entitlement laws to health and safety regulations.
Saturday
What Workers Need to Keep In Mind While On the Job
While it’s easy to realise that hard work, motivation and enthusiasm may help get you ahead in the workplace, it’s often harder to identify the many ‘workplace no-nos’ that could severely hinder career progression. Read on to find out about some of the more common things not to do at work!
We all know that positive workplace behaviours and attributes like hard work, motivation, enthusiasm, and a willingness to contribute to company development above and beyond your responsibilities can lead to positive career outcomes such as a promotion or pay rise. But what many of us don’t seem to understand is that there are a host of office no-nos that can have just as big an impact on our careers – but in a negative way!
Inappropriate behaviour in the workplace can lead to stunted career progression; it can stop you getting that all-important pay rise or that much-anticipated promotion! Below is a list of some of the top potentially career-damaging workplace no-nos to avoid:
Don’t use profane or offensive language — bad language in the workplace is not only potentially offensive to those around you, it may also make you appear unprofessional, immature and downright rude.
Don’t steal — as minor as it might seem to occasionally lighten the office stationary supply of the odd pen or two, stealing from your workplace (stealing anything at all) is one of the quickest ways to get yourself fired and should never be risked, no matter how small the item.
Don’t talk negatively about your employer, managers or co-workers — if you have a gripe about your company or somebody in it, take it through the appropriate channels; talk to your manager or human resources department, and if you don’t want to act on it then keep it to yourself. It’s a good idea to avoid venting to co-workers via email also – there’s always the risk you’ll unwittingly commit the ultimate faux pas and send the email to the wrong recipient!
Don’t gossip or spread rumours — while it is often tempting to share juicy snippets about co-workers, gossiping can be one of the quickest ways to ruin relationships and create a tense and awkward workplace atmosphere.
Don’t make sexually suggestive, racist, or inappropriate comments or jokes — inappropriate jokes or comments are not only potentially offensive, they will certainly not impress management, and could quickly get you labeled as immature and unprofessional.
Don’t be seen to be wasting company time — while pretty much every worker is guilty of sending the odd personal email or perhaps having a sneaky browse of the internet from time to time, it should be remembered that many companies monitor internet and email use, and will catch out time-wasting employees. Keep personal emails (and phone calls) to a minimum and try to limit personal use of the internet to your lunchbreak.
Don’t get drunk at office parties — as tempting as it might be to let your hair down and partake in a few drinks – especially when it’s paid for by the company – it can be one of the quickest ways to lose face with senior management. While it’s fine to have one or two drinks, workers who have one too many quickly lose the respect of their colleagues and could end up a laughing stock. Wherever possible, try to maintain a distinct line between your social and professional life.
Don’t send angry emails — if something or someone at work has upset you give yourself time to reflect and calm down before responding with an email. You’ll probably end up writing something you wish you hadn’t if you respond to a situation when you are angry or upset. A better approach might be to step out of the office for a minute or two and call a loved one and talk your problem out with them first. Then, if you’re still upset, you can hopefully construct a more considered email or talk calmly face-to-face with a manager.
Don’t dress inappropriately — whether or not we admit it, we’re all guilty of judging people on their appearance. People who look well groomed and who dress professionally will be taken more seriously, and potentially deemed more competent, than those who don’t. Avoid ill-fitting clothes – particularly clothes that are too small, too tight, or too revealing.
Never fall asleep on the job — not only could this be seriously dangerous (depending on your line of work) it also reflects very badly on your work ethic, making you appear lazy or unprofessional. If you find yourself struggling to stay awake grab yourself a strong coffee, do some stretches or have a quick walk around the office.
Clean up your act — try to keep your desk and work space tidy and clean; a cluttered, dirty desk can make you appear unprofessional or unproductive. Don’t allow mugs and plates, papers or books to build up. And definitely get rid of yesterday’s half eaten spag bog!
About the Author
Lucy Ayers is the Editorial Content Coordinator for GradCareers. The GradCareers website helps graduates and final-year university students find the right career and graduate program for them. For more information, please visit http://www.gradcareers.com.au
We all know that positive workplace behaviours and attributes like hard work, motivation, enthusiasm, and a willingness to contribute to company development above and beyond your responsibilities can lead to positive career outcomes such as a promotion or pay rise. But what many of us don’t seem to understand is that there are a host of office no-nos that can have just as big an impact on our careers – but in a negative way!
Inappropriate behaviour in the workplace can lead to stunted career progression; it can stop you getting that all-important pay rise or that much-anticipated promotion! Below is a list of some of the top potentially career-damaging workplace no-nos to avoid:
Don’t use profane or offensive language — bad language in the workplace is not only potentially offensive to those around you, it may also make you appear unprofessional, immature and downright rude.
Don’t steal — as minor as it might seem to occasionally lighten the office stationary supply of the odd pen or two, stealing from your workplace (stealing anything at all) is one of the quickest ways to get yourself fired and should never be risked, no matter how small the item.
Don’t talk negatively about your employer, managers or co-workers — if you have a gripe about your company or somebody in it, take it through the appropriate channels; talk to your manager or human resources department, and if you don’t want to act on it then keep it to yourself. It’s a good idea to avoid venting to co-workers via email also – there’s always the risk you’ll unwittingly commit the ultimate faux pas and send the email to the wrong recipient!
Don’t gossip or spread rumours — while it is often tempting to share juicy snippets about co-workers, gossiping can be one of the quickest ways to ruin relationships and create a tense and awkward workplace atmosphere.
Don’t make sexually suggestive, racist, or inappropriate comments or jokes — inappropriate jokes or comments are not only potentially offensive, they will certainly not impress management, and could quickly get you labeled as immature and unprofessional.
Don’t be seen to be wasting company time — while pretty much every worker is guilty of sending the odd personal email or perhaps having a sneaky browse of the internet from time to time, it should be remembered that many companies monitor internet and email use, and will catch out time-wasting employees. Keep personal emails (and phone calls) to a minimum and try to limit personal use of the internet to your lunchbreak.
Don’t get drunk at office parties — as tempting as it might be to let your hair down and partake in a few drinks – especially when it’s paid for by the company – it can be one of the quickest ways to lose face with senior management. While it’s fine to have one or two drinks, workers who have one too many quickly lose the respect of their colleagues and could end up a laughing stock. Wherever possible, try to maintain a distinct line between your social and professional life.
Don’t send angry emails — if something or someone at work has upset you give yourself time to reflect and calm down before responding with an email. You’ll probably end up writing something you wish you hadn’t if you respond to a situation when you are angry or upset. A better approach might be to step out of the office for a minute or two and call a loved one and talk your problem out with them first. Then, if you’re still upset, you can hopefully construct a more considered email or talk calmly face-to-face with a manager.
Don’t dress inappropriately — whether or not we admit it, we’re all guilty of judging people on their appearance. People who look well groomed and who dress professionally will be taken more seriously, and potentially deemed more competent, than those who don’t. Avoid ill-fitting clothes – particularly clothes that are too small, too tight, or too revealing.
Never fall asleep on the job — not only could this be seriously dangerous (depending on your line of work) it also reflects very badly on your work ethic, making you appear lazy or unprofessional. If you find yourself struggling to stay awake grab yourself a strong coffee, do some stretches or have a quick walk around the office.
Clean up your act — try to keep your desk and work space tidy and clean; a cluttered, dirty desk can make you appear unprofessional or unproductive. Don’t allow mugs and plates, papers or books to build up. And definitely get rid of yesterday’s half eaten spag bog!
About the Author
Lucy Ayers is the Editorial Content Coordinator for GradCareers. The GradCareers website helps graduates and final-year university students find the right career and graduate program for them. For more information, please visit http://www.gradcareers.com.au
What Project Management Training Did For Me and My Workplace
My workplace is big on training and eight weeks ago it was my turn to attend PRINCE2 training. PRINCE2 is the OGC project management methodology. I had already participated in a PRINCE2 foundation course and was more than ready for additional PRINCE2 training that would prepared me for the official practitioner’s exam. In essence PRINCE2 is essentially a process oriented method that breaks up a project into ‘bite size’ chunks of work with resource prioritisation and role allocation being well defined.
It wasn’t just because my workplace wanted me to attend a PRINCE2 course, I wanted to attend so I could improve my own project management skills. I had worked on successful projects in the past, but I was aware that there was an increasing need in today’s business world to define general processes for projects. Working out a successful strategy for every project was becoming increasingly difficult, and I knew that additional PRINCE2 training would be able to help. My project manager would readily agree a project involves combining resources and skills with technology and ideas, therefore ensuring good product delivery. Projects need to operate within time and risks constraints and PRINCE2 training would address all of those concerns very effectively.
PRINCE2 training is particularly beneficial for people who are involved with managing projects, and not just any ol’ person is allowed to teach the course. First of all they need to be associated with an accredited PRINCE2 training organisation so they can pass on the necessary skills to trainees. Our trainers certainly had the right skills; they taught us first class project management skill so we could feel confident about managing various projects successfully on the work front. We were taught a flexible and adaptable approach that could suit all types of projects, and we were provided with common systems, procedures, and an understanding of PRINCE2 terminology. The trainers said that when we were all ‘singing from the same hymn sheet,’ so to speak, there were fewer mistakes made in the work place.
The PRINCE2 training was hard work and a challenge but enjoyable at the same time. There was some fun practical learning that helped to reinforce the theory we had learnt and the information was imparted in different ways to cover all learning styles. We sat our exam at the end of the course which lasted for 3 hours and an overall score of 180 out of a possible 360 was needed to pass. I am very proud to say my score was 300.
By the end of the course lots of us were saying: ‘this is the best course I’ve ever been on.’ ‘How did I ever manage without PRINCE2?’ ‘What’s the next training course can I go on?’
Since the training the difference I have noticed in my own project management skills are amazing. There is a definite improvement in the way I handle projects and projects are producing better results because with PRINCE2 the methods are largely simplified, owing to its well directed layout, and therefore things fall into place. As a direct result of my improved project management skills my boss has been very impressed and given me a promotion and a pay rise. Another bonus with PRINCE2 training is that it looks great on my resume. PRINCE2 is recognised around the world as a world class qualification and is seen as the standard way for the management of project works.
I would recommend anyone who is involved with project management to attend PRINCE2 training and implement what they have learnt in their workplace, because not only has the training benefited my workplace it has directly benefited me.
About the Author
Brian Kelly wrote the Article 'What PRINCE2 Training Did for Me and My Workplace' and recommends you visit http://www.afaprojects.com/resources_prince2.asp for more information on PRINCE2 training.
It wasn’t just because my workplace wanted me to attend a PRINCE2 course, I wanted to attend so I could improve my own project management skills. I had worked on successful projects in the past, but I was aware that there was an increasing need in today’s business world to define general processes for projects. Working out a successful strategy for every project was becoming increasingly difficult, and I knew that additional PRINCE2 training would be able to help. My project manager would readily agree a project involves combining resources and skills with technology and ideas, therefore ensuring good product delivery. Projects need to operate within time and risks constraints and PRINCE2 training would address all of those concerns very effectively.
PRINCE2 training is particularly beneficial for people who are involved with managing projects, and not just any ol’ person is allowed to teach the course. First of all they need to be associated with an accredited PRINCE2 training organisation so they can pass on the necessary skills to trainees. Our trainers certainly had the right skills; they taught us first class project management skill so we could feel confident about managing various projects successfully on the work front. We were taught a flexible and adaptable approach that could suit all types of projects, and we were provided with common systems, procedures, and an understanding of PRINCE2 terminology. The trainers said that when we were all ‘singing from the same hymn sheet,’ so to speak, there were fewer mistakes made in the work place.
The PRINCE2 training was hard work and a challenge but enjoyable at the same time. There was some fun practical learning that helped to reinforce the theory we had learnt and the information was imparted in different ways to cover all learning styles. We sat our exam at the end of the course which lasted for 3 hours and an overall score of 180 out of a possible 360 was needed to pass. I am very proud to say my score was 300.
By the end of the course lots of us were saying: ‘this is the best course I’ve ever been on.’ ‘How did I ever manage without PRINCE2?’ ‘What’s the next training course can I go on?’
Since the training the difference I have noticed in my own project management skills are amazing. There is a definite improvement in the way I handle projects and projects are producing better results because with PRINCE2 the methods are largely simplified, owing to its well directed layout, and therefore things fall into place. As a direct result of my improved project management skills my boss has been very impressed and given me a promotion and a pay rise. Another bonus with PRINCE2 training is that it looks great on my resume. PRINCE2 is recognised around the world as a world class qualification and is seen as the standard way for the management of project works.
I would recommend anyone who is involved with project management to attend PRINCE2 training and implement what they have learnt in their workplace, because not only has the training benefited my workplace it has directly benefited me.
About the Author
Brian Kelly wrote the Article 'What PRINCE2 Training Did for Me and My Workplace' and recommends you visit http://www.afaprojects.com/resources_prince2.asp for more information on PRINCE2 training.
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