Introduction to Professional Development 231112

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Introduction to Professional Development 231112

  1. 1. INTRODUCTION TO SOFT SKILLS PROFESSIONAL DEVELOPMENT IN ENGINEERING (Through Passion, Confidence, Leadership and Teamwork) DR K.C. VORA Deputy Director & Head, ARAI Academy
  2. 2. SKILLS REQUIRED
  3. 3. Objectives • To encourage All-Round Personality Development • To make one aware about the importance, role and contents of PROFESSIONAL DEVELOPMENT through instruction, knowledge acquisition and role-plays. • To inculcate professional and personal branding • To create awareness on ethics & etiquettes • To instill moral & social values and loyalty • To appreciate rights of others and respect teamwork • To instill passion in ones bearing • To develop & nurture all round skills leading to confidence • To win a win-win situation leading to success as a leader.
  4. 4. Fear of Failure Example of Oberoi Sheraton
  5. 5. Have Confidence in Your Abilities… Clip on Confidence
  6. 6. Confidence Confidence is… the lifetime ability to transform Fear into Focused and Relaxed -- Thinking, Communication and Action
  7. 7. Success Demands All Round Skills
  8. 8. Personality Development
  9. 9. Personality Development • • • • • • • • Self Assessment Self Awareness & Esteem Confidence Building Perception and Attitudes Values and Belief System Personal Goal Setting & Career Plan Time management Intelligence Building, Emotional Quotient, Intelligence Quotient & Memory Improvement
  10. 10. The formidable enemies that BIND us - Lust, Pride, Greed, Anger, Illusion
  11. 11. What makes me a slave ? How can I become a free bird?
  12. 12. Passion Goodness Ignorance Running with agitated mind Panic Confusion fear Calm analysis before action
  13. 13. Mode of Goodness Honest selfless Clean Reading of books of philosophy, poetry, science Humble No meat eating thoughtful helpful No gambling No intoxication pious No liquor Take religion as a serious duty No extramarital relations
  14. 14. A Meaningful Prayer “ O Lord, give me the courage to change the things which can and ought to be changed, the serenity to accept the things which cannot be changed, and the wisdom to know the difference ”
  15. 15. Fill in the blanks If I took responsibility for every feeling I experience and for every word I utter, _________________________
  16. 16. Fill in the blanks : ANSWER What was your answer ? I’d have to be more alert and aware. I’d probably be taken more seriously. I’d be more accountable. I’d have to put all my values into practice. I’d make fewer snap judgements that end up being wrong. I’d have to be more emotionally honest. I’d have to pay more attention. I wouldn’t do or say hurtful or short sighted things.
  17. 17. Goal Setting Personal Short Term GOALS Medium Term Professional Long Term
  18. 18. Targeting Areas of Improvement
  19. 19. Communication Skills • Which is the best Computer in the World? • Which is the best Camera in the World? • What has no limits? • Who is your favourite?
  20. 20. Memory Skills
  21. 21. IS THE JAR FULL? As Stephen Covey mentions in his book ‘First Things First’
  22. 22. Time Management What you gain…. Important Not Important Urgent Not Urgent – Stress – Burnout – Crises management – Firefighting – Focus on the immediate – Vision – Perspective – Balance – Discipline – Control – Short term focus – Crises management – Low value on goals – Feeling of victimization / lack of control – Shallow relationships – Total irresponsibility – High dependency on others for basics – Short career path in the organization
  23. 23. Covey identified 4 waves in time management • 1 Notes and Checklists – Recognition of the demands on energy & time • 2 Calendars and appointment books – Scheduling with some focus on the future • 3 Prioritization – Comparison of the relative worth of activities • 4 Self management – Realization that time cannot be managed - it is ourselves that we have to manage!
  24. 24. Differentiating between – Urgent tasks • assume importance as they demand immediate attention – Important tasks • May become urgent if left undone • Usually have a long term effect – To judge importance v urgency, gauge tasks in terms of • Impact of doing them • Effect of not doing them
  25. 25. Communication Skills Verbal Communication Written Communication Body Language
  26. 26. Successful v/s Effective Managers
  27. 27. Communication Objectives • Verbal Communication – Principles of Communications – Planning – Public Speaking – Presentation Skills – Use of Presentation Graphics & Aids – Listening and Observation Skills
  28. 28. • Written Communication – Technical Reports & SAE papers – Project Proposals – Brochures & Newsletters – Technical Articles & Manuals – Official/ Business Correspondence • • • • Letters & Emails Progress Report Minutes of Meeting & Event Reporting Guidelines for Technical Writing & Publishing
  29. 29. Assimilation Techniques Read  Write See  Write
  30. 30. • Body Language
  31. 31. NO Messing Around
  32. 32. Emotions
  33. 33. Emotions
  34. 34. Written tests / Interview / Group Discussion Crack the Code…
  35. 35. Etiquette
  36. 36. Professional Ethics & Etiquettes • • • • Business Ethics Corporate Ethics Engineering Ethics Social & Office Etiquettes – Dressing Etiquettes – Eating Etiquettes – Socializing • Email Etiquettes • Telephone Etiquettes • Values
  37. 37. Transparency and Confidentiality
  38. 38. Looks/ Dressing Sense for Different Occasions
  39. 39. Eating Habits
  40. 40. Smoking
  41. 41. Socializing
  42. 42. Sleeping Habits
  43. 43. Talking and Listening
  44. 44. Family Values
  45. 45. Religion Values
  46. 46. Country Values
  47. 47. Team Building & Motivation
  48. 48. Creativity
  49. 49. Automotive Passion ACTIONABLE OBSERVATIONAL TRADITIONAL
  50. 50. Vehicle Development Cycle Concept of New Vehicle •QFD •Benchmarking New Vehicle sub system and components & vehicle • Target Vehicle and data •Concept Design & SDS • Market Survey •Design Review & DFMEA • Suspension Components • New concept •CAE • Upcoming Legislations •First prototype Development • Chassis/ Body/Axle • Safety, Durability and Ride Validation of sub system components and vehicle in Laboratory •Component Testing • Engine and validation of Vehicle • NVH Testing • SLDA Final Prototype Optimization of Subsystems and components •Running on Proving Ground •Durability of Full Vehicle Four Poster/ Multi-axis 57 Modifications of Prototype
  51. 51. Other Skills • Customer Satisfaction & Quality Function Deployment (QFD) • Benchmarking (BM) • Total Quality Management (TQM) • Design for Failure Mode Effects Analysis (DFMEA) • How an Industry Works ? • Performance Management Skills (PMS)
  52. 52. …not what we did in school
  53. 53. PLANNING ANALYSIS INTEGRATION 1). Identify what is to be benchmarked. 2). Identify comparative companies. 3). Determine data collection method 4). Determine current performance gap. 5). Project future performance gap. 6). Communicate benchmark findings and gain acceptance. 7). Establish functional goals. PROCESS OF BENCHMARKING 8). Develop action plans. 9). Implement specific action and monitor progress. 10). Recalibrate benchmarks. ACTION
  54. 54. What all is to be Benchmarked…
  55. 55. Benchmarking: Vehicle Evaluation • • • • • • • • • • • • • • • Brake testing (including ABS) Fuel consumption test Steering Effort test Turning circle Diameter test Pass-by Noise test Interior Noise test Gradeability test Power to Weight Ratio Trials Speedometer Calibration Coastdown Cooling performance Acceleration test Range test Maximum speed Cabin Temperature
  56. 56. FMEA
  57. 57. Stress Management & Meditation Methods and Techniques to Improve Physical well being by Busting Stress.
  58. 58. Book Review
  59. 59. Leadership …learn to lead and Motivate. Clip on Mindset
  60. 60. Leadership What is it? Why is it important? How to provide it?
  61. 61. 50 METRES
  62. 62. A Leader is… • • • • • • • • • Guide Director Good Listener Visible Flexible Visionary Action Oriented Positive Complimentary • • • • • • • Good Planner Informative Consistent Truthful Prompt Able to Admit Mistakes Willing to be Responsible
  63. 63. Leadership….some thoughts! • What is leadership according to you? • Why Leadership and not Managers ? • Can Leadership be taught? • What makes a good or a bad leader? • What are the qualities of a good leader?
  64. 64. Difference between Leaders & Managers Manager Leader Considers the danger Senses opportunity Concentrates on short-term results Focuses on long-term results Follows visions Creates visions Performs duties Pursues dreams Controls Inspires Asks “what” and “how” Asks “why” and “what” Prefers to control Knows how to delegate Works within the context of the organization and the business Takes social and environmental contexts into consideration
  65. 65. Business Success • Leadership Skills – Interpersonal Skills – Negotiation Skills – Delegating Skills – Handling Of Difficult People • Executive Summary & Business Plan • Balanced Score Card • Business Analysis & Strategy
  66. 66. Balanced Scorecard Perspective Customer perspective Learning and growth perspective Internal business perspective Financial perspective
  67. 67. Cause-and-effect relationships throughout the organization Lower Costs Improved training Higher quality Increased Profits Fewer complaints Increased sales
  68. 68. Further cause-and-effect relationships Employee retention Reduced costs Fair reward system Increased profits Employee productivity Increased sales
  69. 69. And Finally ………. It is your discretion to decide whether to Lead a task, share a task or follow a TASK ……………. lead, share or follow
  70. 70. Success Clip on Guru Clip on Success

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