IFP -  Paraplanner Conference Presentation
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IFP -  Paraplanner Conference Presentation IFP - Paraplanner Conference Presentation Presentation Transcript

  • Operational Best Practice! Michelle Hoskin Author of Best Practice Makes Perfect!
  • Twitter: @SIISO22222 Michelle Hoskin Director Standards International LinkedIn: /standardsexpert
  • “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, thatIt is our light, not our darkness, that most frightens us” Timo Cruz
  • Day-to-Day Complexities Resources and Skills Work and Task Management Principles for Perfection! Unique Team Receptive Delegation Procedures and House Style Leadership and Management Time and Diary Management Eliminate Complexities Operational Excellence Best Practice
  • “Best Practice can only be achieved by creating a structured and supported environment where every individual within it can utilise their unique abilities So what is Best Practice? utilise their unique abilities to create an amazing experience for their clients” Michelle Hoskin
  • Unique Team
  • Principle for Perfection #1 Design and build your unique team!
  • Values Unique Team Personality Technical skills =Work ethos Attitude = Attributes
  • Role overview and key responsibilities Relationship with existing team Attributes and skills Package and benefits Company overview Personal Vacancy Specification Form Package and benefits
  • The Recruitment Plan Key Step W1 W2 W3 W4 W5 W6 Create recruitment timeline and agree with all staff Collate all role documentation ready for the recruitment process Create Personal Vacancy Specification Form (PVSF) for the open role Select and make initial contact with recruitment sources and negotiate terms Send Personal Vacancy Specification Form and recruitment timeline to all selected recruitment sources Agree and set closing date for application Review all CVs and select shortlist of candidatesReview all CVs and select shortlist of candidates Feed back to agencies (if required) and contact selected candidates to arrange first interviews Carry out first interviews with shortlisted candidates Review interviewed candidates and feed back to recruitment sources Arrange second interviews Carry out second interviews Carry out Kolbe profile Review interviewed candidates and Kolbe profiles and feed back to recruitment sources Create work-based assessment interview programme and documents and arrange third interview if required Carry out third interviews
  • Unique Team
  • Eliminate Complexities
  • Doing more with the time you have We are not all good at the same things – we are all unique! Being busy doesn’t mean we are being productive Remember The Time and Task Management System™ Lists and structure are crucial to your success There is always a better way of doing something...so find it! Use the right tools Agree and communicate your decision standards
  • Build the right support structure Create your business review process The process Effective handovers – be clear on instructions Delegate correctly Eliminate Complexities Delegate correctly Be clear on priorities and deadlines Plan your diary and schedule Protect yourself and your workspace Don’t procrastinate
  • What? Clients and services Operations Team Business management Business Review Process When? Quarterly Monthly Weekly Annually How? Technical Administration Debrief Management
  • Operational Excellence
  • Level 1 – Management system Level 2 – Processes and procedures Level 3 – Master copy documents Three main levels The Operations Management System™
  • Overview of the company, purpose, vision, goals, plans, objectives, etc Business review process Key areas HR management, recruitment and training Continual Professional Development and Education (CPDE) and compliance The Operations Management System™ Continual Professional Development and Education (CPDE) and compliance Business administration and document control Information security, risk management, business continuation IT structure, set-up and tools Clients, service, charging and marketing
  • Identify who does what (Activities Inventory and Task Tracker) What is your desired outcome? Key steps How is it best documented? Who is currently responsible for the process? The Operations Management System™ Who is currently responsible for the process? What tools support the process? – software systems Roll out, test and amend Include in your Operations Management System™™™™
  • A few examples The Operations Management System™
  • They meet contractual, statutory and regulatory guidelines They have a unique reference number and have been authorised Make sure They are clear and concise, simple and understandable, tested and amended, quality controlled and well communicated The Operations Management System™ They have quality at the core! They have interrelated and interactive processes You create a library of templates, letters, emails and forms
  • Telephone and email enquiries Client hospitality A few to think about First meeting confirmation and information The Operations Management System™ Conducting a first meeting and follow-up Information gathering and business implementation Report writing and creating a financial plan Client file management
  • Best Practice
  • The process Two areas of continual improvement: o The business o You! Continual Improvement Feedback – positive and negative
  • Adopt the principles of BS ISO 22222:2005 and BS 8577:2012 Continually strive for “best” everything! Business Constant questioning – how can we improve? Communicate and reward for improvements made Continual Improvement Communicate and reward for improvements made Implement a continual improvement policy Inspire others to improve
  • Clients, colleagues, professional partners and introducers Feedback comes from Professional bodies and the regulator Feedback can be Continual Improvement Quantitative or qualitative Formal or informal Verbal or written
  • Be upfront, open and honest about feedback Collect and record all feedback – review the current methods! Key considerations Always encourage feedback and acknowledge receipt of it Continual Improvement If negative, resolve as soon as possible Feed back to the feedback giver about action taken and follow-ups Review all feedback regularly – at monthly meetings? Feedback needs top management buy-in!
  • Unique Team Receptive Delegation Eliminate Complexities Operational Excellence Best Practice Eliminate Complexities
  • So What Next? Allocate responsibilities and create a plan Create change – don’t just manage it! Start the project and constantly review progress Engage the rest of the team www.michellehoskin.com If you need help...Best Practice Toolkits! Only 30 copies available...TODAY! Raising the Standards - Workshop!