Issue 7: May 2007
World's First Vocational Graduate Certificate in Physical Asset Management
Chifley Business School in conjunction with GHD, will launch the World's First Vocational Graduate Certificate in Physical Asset Management on May 17, 2007.
Designed to provide participants with the skills and knowledge to deliver successful and cost-effective asset management in their work environments, the program draws on 30 years experience in applying asset management in hundreds of organisations worldwide.
The program is fully accredited under the Australian Quality Training Framework (AQTF), which means successful participants will receive a nationally recognised qualification reflecting their professional skills as asset managers.
Chifley Business School will provide student administration services for the Vocational Graduate Certificate in Physical Asset Management in Australia and New Zealand, while GHD will provide the program facilitators, training content and will award the Vocational Graduate Certificate in Physical Asset Management.
The program will officially be launched on 1 July 2007.
More information will be posted on our website shortly.
Request a copy of the brochure here.
Managing People - Forget The ''Sandwich'' Technique
If you're unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lower the morale of the individual.
This article will show you how.
Do you remember being told to use the "sandwich" technique when you needed to reprimand someone? Let me give you an example:
"Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However, you're not getting your reports in on time and we're missing deadlines. I'd like you to tighten up a bit on this. Anyway, thanks for all you've done so far and keep up the good work."
Have you ever said something along these lines when managing your team? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralise him.
The only problem is that Fred may not get the message. The importance of it may be seriously diluted. He may hear it as, "Fred, you're doing a brilliant job, you just need to sort out the reporting bit but it's not really that important." What happens then is, Fred continues to fail with his reports.
The "sandwich" technique doesn't work, it lets you off the hook and it's mealy mouthed. Be direct when managing your people and they'll respect you more for it. You are also much more likely to get a change in behaviour.
If you are unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lower the morale of the individual.
Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell them the good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - "Catch people doing something right" and tell them about it.
Some managers and employers still have this daft notion that if people are doing things right then that's what they're paid for and they don't need complimented. Ask almost any employee in Industries throughout the world and they'll tell you that they don't feel appreciated by their manager.
When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad, the same rules apply.
Do it as soon as possible. Acknowledgement of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care.
Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Even the mildest rebuke can have a negative effect on morale.
When you speak to the person use "I" messages. Say things like "I liked the way you did that" or "I think there is another way to do that." Avoid "You" messages such as "You're doing great." That can come across as patronising or insincere. "You're doing that all wrong" may cause conflict, lower morale and may not sort the problem.
When you’re giving feedback, focus on one or two things. You'll only confuse the person if you run off a whole list of attributes or misdemeanours. Be specific about job behaviour, focus on what the person did or didn't do, don't make a personal attack.
Allow time for the message to sink in and allow the person to respond. You can then seek agreement as to what will happen in the future. If the person does not agree to take corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback.
Being direct with your people is better for you, better for them and better for you business, so save your "sandwiches" for lunchtime.
Women forced to choose kids or career
Female scientists, engineers and technology workers are being forced to choose between career and motherhood, a report suggests.
A survey of almost 2000 Australian women in these professions - and in pharmacy and business - found more than half did not have children.
The proportion without children ranged from 48 per cent for pharmacists - who have greater access to part-time work - to more than 60 per cent for technology workers and engineers.
This was "significantly higher" than the national childlessness rate of one in four, the Association of Professional Engineers, Scientists and Managers Australia report said.
The association's national women's co-ordinator, Erin Wood, said the women had to choose between a professional career and having children.
"The results mean we are missing out on a lot of talented, successful women . . . and with the skills shortage, we need our technology professionals now more than ever."
The survey, conducted last month, also revealed more than half of women believed taking maternity leave would be detrimental to their careers.
About a third of women with children had not taken any maternity leave, and nearly 60 per cent received no paid maternity leave.
More than a quarter said they did not receive equal pay for equal work in comparison with male colleagues, and half reported a lack of confidence about negotiating remuneration and working conditions.
Factors that most affected their careers included balancing work and life, workplace culture and lack of access to senior roles for women.