- The document discusses two types of assessments used in hiring and team integration: ipsative and normative. Ipsative assessments are self-reported while normative assessments measure responses against sample populations.
- Normative assessments are more reliable tools as they have higher reliability rates and can detect inconsistencies. They can better predict how individuals will react to change and are useful for coaching, team integration, and succession planning.
- When using assessments to integrate management teams during acquisitions or mergers, normative assessments can help understand cultural differences and how to minimize disruptions caused by organizational changes.
In this file, you can ref useful information about performance appraisal books such as performance appraisal books methods, performance appraisal books tips, performance appraisal books forms, performance appraisal books phrases … If you need more assistant for performance appraisal books, please leave your comment at the end of file.
The document discusses best practices in talent assessment. It makes three key points:
1. Assessment is the foundation of effective talent acquisition and management. It affects organizational success through improved hiring and employee development.
2. High-quality assessment using both eligibility and suitability factors enables better hiring decisions, reduced training costs, and increased retention. It also improves employee development by pinpointing strengths and areas for growth.
3. An effective assessment measures over 100 traits using a work-focused questionnaire, weighs factors specific to each job, and overcomes self-deception to accurately predict job performance. It provides a more objective understanding of fit than interviews alone.
The document discusses 360 degree performance appraisals, which involve collecting feedback about an employee from supervisors, peers, subordinates, and customers. It notes that while 360 degree appraisals have historical roots in the military, they began to be used experimentally by some corporations in the 1960s and 1970s. The document outlines the potential contributions and cautions of collecting feedback from different sources, as well as some common problems with 360 degree appraisals such as the significant time and costs involved.
Reasons for selecting a particular consulting firmmuhammad hamdi
The document discusses reasons for selecting a particular consulting firm and challenges in consulting projects. Key factors in selecting a firm include ability to deliver, specialist expertise, experience in the client's sector, and reputation. Effective client-consultant relationships are built on discipline, accountability, leadership, and flexibility. Consultants are likely to meet or exceed client expectations in increased productivity, revenue growth, and management capabilities, though outsourcing and change management clients tend to be more satisfied.
Putting the X into exit interviews June 2011Timothy Holden
The document provides guidance on conducting effective exit interviews. It discusses the aims of exit interviews such as improving employee retention and training programs. It also covers preparing for an exit interview by looking at trends in employee turnover. Challenges like lack of trust between the employee and employer are addressed. Typical questions to ask in an exit interview are provided across multiple categories like reasons for leaving, training and development, performance management, and management.
Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
This presentation offers key academic research from the April 2016 issue of Harvard Business Review magazine article, Making Exit Interviews Count. It provides crucial insights from research participants and industry thought leaders, including six overall goals that companies should focus on when shaping their exit interview programs. The research information was compiled and presented by Rudy Trebels, President and CEO of Wedgewood Investment Group.
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The document summarizes key findings from an exit interview research study conducted by Talent Management Solutions. The study analyzed how over 350 organizations conduct exit interviews. It found that most organizations conduct exit interviews but there is variability in methods, questions asked, and use of results. The study aims to establish best practices for exit interview programs. It provides recommendations such as using confidential over anonymous interviews and targeting voluntary resignations for interviews.
In this file, you can ref useful information about performance appraisal books such as performance appraisal books methods, performance appraisal books tips, performance appraisal books forms, performance appraisal books phrases … If you need more assistant for performance appraisal books, please leave your comment at the end of file.
The document discusses best practices in talent assessment. It makes three key points:
1. Assessment is the foundation of effective talent acquisition and management. It affects organizational success through improved hiring and employee development.
2. High-quality assessment using both eligibility and suitability factors enables better hiring decisions, reduced training costs, and increased retention. It also improves employee development by pinpointing strengths and areas for growth.
3. An effective assessment measures over 100 traits using a work-focused questionnaire, weighs factors specific to each job, and overcomes self-deception to accurately predict job performance. It provides a more objective understanding of fit than interviews alone.
The document discusses 360 degree performance appraisals, which involve collecting feedback about an employee from supervisors, peers, subordinates, and customers. It notes that while 360 degree appraisals have historical roots in the military, they began to be used experimentally by some corporations in the 1960s and 1970s. The document outlines the potential contributions and cautions of collecting feedback from different sources, as well as some common problems with 360 degree appraisals such as the significant time and costs involved.
Reasons for selecting a particular consulting firmmuhammad hamdi
The document discusses reasons for selecting a particular consulting firm and challenges in consulting projects. Key factors in selecting a firm include ability to deliver, specialist expertise, experience in the client's sector, and reputation. Effective client-consultant relationships are built on discipline, accountability, leadership, and flexibility. Consultants are likely to meet or exceed client expectations in increased productivity, revenue growth, and management capabilities, though outsourcing and change management clients tend to be more satisfied.
Putting the X into exit interviews June 2011Timothy Holden
The document provides guidance on conducting effective exit interviews. It discusses the aims of exit interviews such as improving employee retention and training programs. It also covers preparing for an exit interview by looking at trends in employee turnover. Challenges like lack of trust between the employee and employer are addressed. Typical questions to ask in an exit interview are provided across multiple categories like reasons for leaving, training and development, performance management, and management.
Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
This presentation offers key academic research from the April 2016 issue of Harvard Business Review magazine article, Making Exit Interviews Count. It provides crucial insights from research participants and industry thought leaders, including six overall goals that companies should focus on when shaping their exit interview programs. The research information was compiled and presented by Rudy Trebels, President and CEO of Wedgewood Investment Group.
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The document summarizes key findings from an exit interview research study conducted by Talent Management Solutions. The study analyzed how over 350 organizations conduct exit interviews. It found that most organizations conduct exit interviews but there is variability in methods, questions asked, and use of results. The study aims to establish best practices for exit interview programs. It provides recommendations such as using confidential over anonymous interviews and targeting voluntary resignations for interviews.
This document discusses the importance of likeability in getting hired. It argues that in today's job market, the most likeable candidates are more likely to get job offers even if their expertise is equal to other candidates. It provides research showing traits like extroversion and agreeableness positively influence hiring decisions. The document advises job seekers to develop strong social skills and manage their impressions to appear likeable throughout the hiring process in order to overcome biases hiring managers may have.
This document discusses improving the process used by private equity firms for hiring CEOs and CFOs. Recent research found that typical hiring methods used by firms, such as testing, assessments, and interviews, did not statistically predict performance outcomes and could not distinguish highly successful leaders from poorer performers. The document provides recommendations for firms to validate their current processes, including duplicating the research with their own data, taking steps to improve the process without validation like focusing on key competencies, and adding statistically valid predictive methods.
This document provides an overview of internal consulting and guidance for internal consultants. It discusses what defines an internal consultant and how they differ from external consultants in needing to build credibility within the organization. The document then outlines the multiple roles of an internal consultant and tips for success. Finally, it details the typical phases of a consulting engagement, including defining needs, finalizing agreements, assessing information, providing feedback, setting change targets, implementing strategies, and evaluating outcomes. The overall message is to help internal consultants understand their unique role and how to effectively guide organizations through the consulting process.
This document provides an overview of the seven biggest team-building blunders and how to avoid them. The blunders are: failing to build support from managers, failing to establish conditions for effectiveness, failing to set meaningful goals, lacking a decision-making process, not establishing norms, weak communication, and insensitivity to diversity. It recommends ensuring information flows between teams and managers, properly selecting team members, clarifying goals and revisiting them, allowing open opinions and decision making, using failure constructively, encouraging listening, and establishing inclusive norms. The document also introduces Profiles International assessments that analyze team compatibility and provide development recommendations.
In today's presentation we are going to continue our series on how to hire and manage employees, with a look at Exit Interviews and how important they are. So lets get started!
Check out the helpful links located on our full article on the topic here: http://fitsmallbusiness.com/exit-interviews/
Our Seven Step Exit Planning Process™ will help the owners of businesses ranging from $3 million to $50 million in value, to begin thinking about the Exit Planning process when two streams of thought begin to converge. The first stream is a feeling that you want to do something besides go to work everyday: either you would like to be someplace else—doing something else—or you simply no longer get the same kick out of doing what you are doing.
Companion deck to the blog post, Why your big ideas should be in a box.
http://bit.ly/1ahb2YW
How various abstract concepts have been captured visually, and become iconic.
The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success rather than just short-term gains.
Free agency defines our time. Through outsourcing and cross-functional work teams, we work in a new world where we are all becoming independent consultants. Our ability to navigate and leverage opportunities will determine financial security and professional success.
I'm afraid to ask an executive to do a touchy feely management assessmentLeslie S. Pratch
Knowing before or shortly after you invest in a company whether management can do what you need done and can cope with unexpected change is important, especially in volatile industries. It makes sense to have management assessed with a method that informs you of what the managers can do and how best to work with them for all of you to be successful.
Some investors almost always do rigorous and informative management assessments. But others are very skittish about asking leaders of the companies in which they are investing to be assessed. They say they are worried about losing the deal by asking before it's closed or of straining relationships with management afterwards.
Happily, you can get you what you need – enough knowledge long enough in advance to be maximally useful – without risking the deal.
The document is a 360 degree feedback report for Ashish Gildiyal dated September 25, 2012. It contains 7 sections that provide an introduction to 360 degree feedback, define the competencies being assessed, provide a summary of results, detailed feedback on competency ratings, a summary data chart for comparison to group averages, ratings on the importance of competencies, and open comments from raters. The report analyzes ratings received from the individual, their manager, peers, and direct reports to evaluate strengths and areas for development.
- Traditional performance management systems are often ineffective and fail to improve employee performance for various reasons, such as goals not being clearly aligned, biases influencing evaluations, and lack of training.
- An alternative is needed that focuses on regular, positive feedback and coaching from managers. Seeing managers as coaches who help employees improve or maintain high standards may be more effective than annual performance reviews.
- Employees' views of performance management systems matter, as engaged employees will perform well regardless, while dissatisfied employees will likely view systems negatively. Keeping employees satisfied and engaged should be a priority.
The Presentation includes: how to create the optimal job description, the interview process, defining your brand and why you need to assess your team to see how the right candidate can fit into the culture of your medical practice.
Democratizing innovation, decisions, and equityRoleyAnderson
This document proposes a program called D.I.D.E. (Democratizing Innovation, Decision-making, and Equity) to address issues with top-down decision making and lack of employee ownership in healthcare organizations. D.I.D.E. aims to empower employees by allocating time for independent experimentation, establishing forums for voting on initiatives, and tying compensation to employee and patient satisfaction metrics. The goals are to increase innovation, employee motivation and retention, and improve patient outcomes through more engaged care. Potential barriers to implementation include resistance to change, executives reluctant to share control, and difficulty organizing participation.
Internal Audit - Leading as the Trusted AdvisorDavid Mallard
This webinar presentation I recently delivered for the IIA Australia talks to the capability challenge for service providers to be perceived as Trusted Advisors by their customers.
It focuses on Internal Audit functions however is broadly relevant for other similar 'technical' service providers e.g. legal, finance, risk, compliance, engineering, technology.
It also outlines development options we offer to address the common capability gaps we find in Internal Audit teams. Feel free to reach out to find out more: david@davidmallard.com
Measuring Success: Which Customer Focused Initiative is the Right One?
You've gone beyond segmentation and have done some qualitative research to understand what consumers really need and want from your organization. You've used those research insights to envision an improved consumer journey that will alleviate pain points and even deliver delight! The team is on the same page that this vision will result in a fundamentally improved experience. But there are many aspects of the journey. Many changes will need to be made, some large and some small. Which are more important? Which will get you the most results? What should be done first, second, and third? Where should limited investment dollars be spent? This talk will explore key considerations for measuring consumer engagement, deciding which metrics are important to your organization, and how to set up guiding principles as a framework for decision making.
The document provides information on the selection process for organizational development consultants at Key Talent Solutions. It describes conducting interviews with current consultants and a supervisor to identify important job tasks and characteristics. A survey was distributed to further assess tasks by difficulty and criticality. The four most important tasks identified were coaching clients, analyzing survey results, asking powerful questions, and assessing client needs. Selection and training should focus on knowledge, problem-solving skills, self-motivation and aligning with company values. Analyzing the job tasks and skills will help define the role, increase performance and benefit the company.
Snappii has created a platform for developing sophisticated, feature rich mobile business apps without writing any code. We enable programmers and non programmers to build native mobile business apps quickly and without having to know Objective-C and Java programming. Additionally Snappii App Designers leverage the platform to offer clients full service custom mobile business app development.
The document provides a summary of a caselaw update from Stephen McLellan, a solicitor. It discusses several recent court cases related to construction law:
- Walter Lilly v DMW Developments: Contractor awarded extension of time and damages for concurrent delays not of its making. Global claims must evidence specific losses.
- Alstom Power v Somi Impianti: Interpretation of contract terms determines ownership of materials on-site. 'Deemed to be' property has different meaning than 'becoming' property.
- Cleveland Bridge v Severfield-Rowen: Subcontractor awarded payment but also damages for its delays. Records of delays, disruption and defects important.
-
Scope changes during the testing and commissioning phase of construction projects are a critical issue that can impact cost and completion time. Unclear scope definitions during the design phase and improper communication between stakeholders often lead to scope changes being requested by employers after construction is complete. While FIDIC contracts recognize the effects of scope changes and enable contractors to claim related costs and time extensions, the standards used to calculate cost impacts are not defined in FIDIC, leading to potential disputes. Proper project planning through clear scoping and use of FIDIC contracts can help protect projects and avoid disputes over scope changes.
This document discusses the importance of likeability in getting hired. It argues that in today's job market, the most likeable candidates are more likely to get job offers even if their expertise is equal to other candidates. It provides research showing traits like extroversion and agreeableness positively influence hiring decisions. The document advises job seekers to develop strong social skills and manage their impressions to appear likeable throughout the hiring process in order to overcome biases hiring managers may have.
This document discusses improving the process used by private equity firms for hiring CEOs and CFOs. Recent research found that typical hiring methods used by firms, such as testing, assessments, and interviews, did not statistically predict performance outcomes and could not distinguish highly successful leaders from poorer performers. The document provides recommendations for firms to validate their current processes, including duplicating the research with their own data, taking steps to improve the process without validation like focusing on key competencies, and adding statistically valid predictive methods.
This document provides an overview of internal consulting and guidance for internal consultants. It discusses what defines an internal consultant and how they differ from external consultants in needing to build credibility within the organization. The document then outlines the multiple roles of an internal consultant and tips for success. Finally, it details the typical phases of a consulting engagement, including defining needs, finalizing agreements, assessing information, providing feedback, setting change targets, implementing strategies, and evaluating outcomes. The overall message is to help internal consultants understand their unique role and how to effectively guide organizations through the consulting process.
This document provides an overview of the seven biggest team-building blunders and how to avoid them. The blunders are: failing to build support from managers, failing to establish conditions for effectiveness, failing to set meaningful goals, lacking a decision-making process, not establishing norms, weak communication, and insensitivity to diversity. It recommends ensuring information flows between teams and managers, properly selecting team members, clarifying goals and revisiting them, allowing open opinions and decision making, using failure constructively, encouraging listening, and establishing inclusive norms. The document also introduces Profiles International assessments that analyze team compatibility and provide development recommendations.
In today's presentation we are going to continue our series on how to hire and manage employees, with a look at Exit Interviews and how important they are. So lets get started!
Check out the helpful links located on our full article on the topic here: http://fitsmallbusiness.com/exit-interviews/
Our Seven Step Exit Planning Process™ will help the owners of businesses ranging from $3 million to $50 million in value, to begin thinking about the Exit Planning process when two streams of thought begin to converge. The first stream is a feeling that you want to do something besides go to work everyday: either you would like to be someplace else—doing something else—or you simply no longer get the same kick out of doing what you are doing.
Companion deck to the blog post, Why your big ideas should be in a box.
http://bit.ly/1ahb2YW
How various abstract concepts have been captured visually, and become iconic.
The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success rather than just short-term gains.
Free agency defines our time. Through outsourcing and cross-functional work teams, we work in a new world where we are all becoming independent consultants. Our ability to navigate and leverage opportunities will determine financial security and professional success.
I'm afraid to ask an executive to do a touchy feely management assessmentLeslie S. Pratch
Knowing before or shortly after you invest in a company whether management can do what you need done and can cope with unexpected change is important, especially in volatile industries. It makes sense to have management assessed with a method that informs you of what the managers can do and how best to work with them for all of you to be successful.
Some investors almost always do rigorous and informative management assessments. But others are very skittish about asking leaders of the companies in which they are investing to be assessed. They say they are worried about losing the deal by asking before it's closed or of straining relationships with management afterwards.
Happily, you can get you what you need – enough knowledge long enough in advance to be maximally useful – without risking the deal.
The document is a 360 degree feedback report for Ashish Gildiyal dated September 25, 2012. It contains 7 sections that provide an introduction to 360 degree feedback, define the competencies being assessed, provide a summary of results, detailed feedback on competency ratings, a summary data chart for comparison to group averages, ratings on the importance of competencies, and open comments from raters. The report analyzes ratings received from the individual, their manager, peers, and direct reports to evaluate strengths and areas for development.
- Traditional performance management systems are often ineffective and fail to improve employee performance for various reasons, such as goals not being clearly aligned, biases influencing evaluations, and lack of training.
- An alternative is needed that focuses on regular, positive feedback and coaching from managers. Seeing managers as coaches who help employees improve or maintain high standards may be more effective than annual performance reviews.
- Employees' views of performance management systems matter, as engaged employees will perform well regardless, while dissatisfied employees will likely view systems negatively. Keeping employees satisfied and engaged should be a priority.
The Presentation includes: how to create the optimal job description, the interview process, defining your brand and why you need to assess your team to see how the right candidate can fit into the culture of your medical practice.
Democratizing innovation, decisions, and equityRoleyAnderson
This document proposes a program called D.I.D.E. (Democratizing Innovation, Decision-making, and Equity) to address issues with top-down decision making and lack of employee ownership in healthcare organizations. D.I.D.E. aims to empower employees by allocating time for independent experimentation, establishing forums for voting on initiatives, and tying compensation to employee and patient satisfaction metrics. The goals are to increase innovation, employee motivation and retention, and improve patient outcomes through more engaged care. Potential barriers to implementation include resistance to change, executives reluctant to share control, and difficulty organizing participation.
Internal Audit - Leading as the Trusted AdvisorDavid Mallard
This webinar presentation I recently delivered for the IIA Australia talks to the capability challenge for service providers to be perceived as Trusted Advisors by their customers.
It focuses on Internal Audit functions however is broadly relevant for other similar 'technical' service providers e.g. legal, finance, risk, compliance, engineering, technology.
It also outlines development options we offer to address the common capability gaps we find in Internal Audit teams. Feel free to reach out to find out more: david@davidmallard.com
Measuring Success: Which Customer Focused Initiative is the Right One?
You've gone beyond segmentation and have done some qualitative research to understand what consumers really need and want from your organization. You've used those research insights to envision an improved consumer journey that will alleviate pain points and even deliver delight! The team is on the same page that this vision will result in a fundamentally improved experience. But there are many aspects of the journey. Many changes will need to be made, some large and some small. Which are more important? Which will get you the most results? What should be done first, second, and third? Where should limited investment dollars be spent? This talk will explore key considerations for measuring consumer engagement, deciding which metrics are important to your organization, and how to set up guiding principles as a framework for decision making.
The document provides information on the selection process for organizational development consultants at Key Talent Solutions. It describes conducting interviews with current consultants and a supervisor to identify important job tasks and characteristics. A survey was distributed to further assess tasks by difficulty and criticality. The four most important tasks identified were coaching clients, analyzing survey results, asking powerful questions, and assessing client needs. Selection and training should focus on knowledge, problem-solving skills, self-motivation and aligning with company values. Analyzing the job tasks and skills will help define the role, increase performance and benefit the company.
Snappii has created a platform for developing sophisticated, feature rich mobile business apps without writing any code. We enable programmers and non programmers to build native mobile business apps quickly and without having to know Objective-C and Java programming. Additionally Snappii App Designers leverage the platform to offer clients full service custom mobile business app development.
The document provides a summary of a caselaw update from Stephen McLellan, a solicitor. It discusses several recent court cases related to construction law:
- Walter Lilly v DMW Developments: Contractor awarded extension of time and damages for concurrent delays not of its making. Global claims must evidence specific losses.
- Alstom Power v Somi Impianti: Interpretation of contract terms determines ownership of materials on-site. 'Deemed to be' property has different meaning than 'becoming' property.
- Cleveland Bridge v Severfield-Rowen: Subcontractor awarded payment but also damages for its delays. Records of delays, disruption and defects important.
-
Scope changes during the testing and commissioning phase of construction projects are a critical issue that can impact cost and completion time. Unclear scope definitions during the design phase and improper communication between stakeholders often lead to scope changes being requested by employers after construction is complete. While FIDIC contracts recognize the effects of scope changes and enable contractors to claim related costs and time extensions, the standards used to calculate cost impacts are not defined in FIDIC, leading to potential disputes. Proper project planning through clear scoping and use of FIDIC contracts can help protect projects and avoid disputes over scope changes.
This document discusses alternative payment methods for construction projects, specifically the progress measurement system (PMS). PMS calculates progress payments based on the percentage of work completed rather than physical quantities. It aims to address cash flow issues that can occur with milestone-based payments. The key points are:
1) PMS determines progress percentages based on a cost-loaded schedule rather than physical measurements. This is faster than traditional quantity surveying.
2) For payments to be based on PMS, it must be included in the contract and specific measurement methods agreed upon to determine completion percentages.
3) PMS can help ensure contractors are paid for partial work completed between milestones to improve cash flow, while still providing owners
This case study describes a project to refurbish an existing nursery school and build a new extension in Surrey, UK. The project aims were to provide a modern and challenging learning environment as required by the Department for Education and Skills. Building surveying services included defining the client's brief, managing the project team, submitting planning and building control documents, procuring contractors, contract administration during construction, and ensuring a health and safety file was produced post-construction. During the works, controls were put in place to minimize disruption to school activities.
Most construction contracts do not give employers much control over contractors' work progress schedules. However, contracts commonly require contractors to submit work programs. These programs are not legally binding like the project specifications. They simply indicate how the contractor intends to schedule the work.
If a contract does not include provisions for extending the completion deadline, employers can claim liquidated damages for delays. In one case, a contractor failed to complete work by the original deadline or an extended one, so the owner validly terminated the contract.
Contracts also typically include clauses governing extensions of time for contractors. These clauses outline the process for requesting extensions and the events that would warrant granting more time, such as delays beyond a contractor's control.
This case study summarizes a school nursery refurbishment and extension project. Key details include:
- The project involved a new extension, internal alterations, floor leveling for accessibility, external landscaping works, and refurbishment of an existing nursery building.
- Planning and building regulations approvals faced delays, pushing the start date into the school term instead of the summer holidays as originally planned. This required renting a temporary modular unit to house the nursery during construction.
- The project was managed using the New Engineering Contract and involved monthly progress meetings, interim payments, and addressing issues like working around the school schedule and ensuring health and safety compliance.
- Upon completion, the project
The document provides an overview of omissions in construction contracts, including FIDIC contracts, and remedies for breach of contract due to improper omissions. It discusses how variation clauses typically allow for genuine omissions of work no longer required, but not to omit work and assign it to another contractor without express terms. Case law establishes contractors are entitled to loss of profit damages for improper omissions. The conclusion reiterates that contractors should have the opportunity to perform all contracted work, and omissions to assign work to others requires clear contractual terms or else the contractor can claim loss of profits.
This was a presentation delivered by Robert Langley, partner and head of the construction and engineering team at Muckle LLP, on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
The case of Hancock v Brazier (Annerly) Ltd dealt with the issue of implied term in building contracts. In this case, the Court of Appeal held that in a contract for building a house, in the absence of express agreement, three terms should be implied: 1) the builder would do his work in a good and workmanlike manner 2) he would supply good and proper materials and 3) the house would be reasonably fit for human habitation.
This document summarizes key issues relating to variations under construction contracts. It discusses that a variation must not change the scope of work, and defines variations according to common standard forms. It also outlines principles for valuing variations, including using rates in the bill of quantities even if unreasonable, and that a fair valuation under a construction contract is intended to compensate the contractor for any financial impact of the variation.
This document discusses time-bar clauses in standard construction contracts. It begins with an introduction that defines time-bar clauses and notes their increasing use. It then outlines the purposes of time-bar clauses such as alerting employers to claims and allowing for timely evaluation. The document reviews general legal principles around time-bar clauses from relevant case law. It examines the effectiveness of time-bar clauses in contracts like FIDIC and discusses requirements for notices of claims and record keeping. The role of the quantity surveyor is also mentioned.
This document outlines the clauses and sections of a construction contract, including:
1. Definitions and interpretations of terms used in the contract.
2. Obligations of the engineer to administer the contract and monitor work.
3. General obligations of the contractor to perform the work with due diligence and in accordance with the contract terms.
It provides an alphabetical index and overview of 72 standard clauses covering topics such as drawings, programs, inspections, variations, payments, delays, disputes, and termination of the contract. The purpose is to help parties understand and properly apply the conditions of this construction contract.
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
The document discusses FIDIC, an international organization for consulting engineers. It was founded in 1913 and now has over 60 member countries. FIDIC is best known for publishing standard contract conditions used around the world for construction projects. The document discusses the new editions of FIDIC's standard contracts, including the Red Book for construction, Yellow Book for plant design/build, and Silver Book for EPC turnkey projects. It provides details on the applicability of each book under different project delivery systems. The document also discusses improvements made in the new editions to address issues like back payments, financial arrangements, and contractor-financed projects.
In this file, you can ref useful information about performance appraisal survey such as performance appraisal survey methods, performance appraisal survey tips
Employers increasingly rely on assessments to acquire, develop and promote the best talent. With this trend has come significant confusion about how to choose assessments and how to best use them to obtain a competitive advantage. This whitepaper will help you make sense of the assessment nonsense.
Harrison Assessments Making Sense of the Assessment NonsensePeak Focus
The document provides a checklist for evaluating assessments used to attract, develop, and retain talent. It discusses the importance of assessments being job-focused, easy for applicants/employees to understand, and related to actual job performance. Behavioral assessments can be most impactful, but questions must clearly link to specific job responsibilities. A good assessment builds confidence, uses relevant questions, and is presented sensitively to avoid unintended consequences like lower morale.
Performance appraisal methods aim to evaluate employee performance in a structured manner. There are various tools and methods used for performance appraisal, but they often face problems. Common methods include rating scales, critical incident reports, essays and forced ranking. However, performance appraisals can be impacted by rater biases like leniency, central tendency and personal prejudice. Issues like halo effects and focusing too much on recent performance can also distort appraisal results. Most methods seek objective and development-focused evaluations, but achieving fully valid and reliable assessments remains challenging.
In this file, you can ref useful information about performance appraisal rating scale such as performance appraisal rating scale methods, performance appraisal rating scale tips, performance appraisal rating scale forms, performance appraisal rating scale phrases … If you need more assistant for performance appraisal rating scale, please leave your comment at the end of file.
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
The document discusses performance appraisal, which is a method for evaluating an employee's performance in areas such as quality, quantity, cost and time. It outlines several aims of performance appraisal including providing feedback to employees, identifying training needs, and forming the basis for personnel decisions. The document also discusses different performance appraisal methods such as management by objectives and 360 degree feedback, which involves collecting feedback from subordinates, peers and managers. It notes debates around performance appraisal and both benefits and challenges to implementing 360 degree feedback in organizations.
Assessing people for jobs is the most important task for any organization, as it determines new hire performance and the organization's success. High quality assessment enables better hiring decisions, reducing costs from poor training and development. Effective assessment also improves employee development.
The first challenge is fully understanding the job and identifying key success factors. Without this, assessment cannot be effective. Assessing candidates on eligibility and suitability is complex, requiring research on how different levels of each factor impact performance. Interviews alone cannot accurately assess suitability, as interviewers lack detailed job formulas and are biased. Personality assessments also cannot predict job performance as they were not designed for the workplace.
Effective job behavior assessments measure over 100 traits, are work
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What is the difference between performance management and performance appraisalkianramirez765
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Encouraging Your People to Take the Long ViewTotal CVM
The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success over short-term gains.
From this document, you will know about the effective design of the appraisal system. What are performance appraisal and problems faced in designing it? it also includes a critical appreciation of appraisal systems adopted by most organizations.
Hiring the right employees is critical for business success but can be challenging given various intangibles. To improve hiring outcomes, executives should incorporate objective data from candidate assessments. Personality and cognitive tests can predict future job performance more accurately than resumes, interviews, or references alone by measuring traits like problem-solving and sociability. Using these statistical tools alongside traditional methods gives hiring managers a more comprehensive understanding of candidates to make better hiring decisions.
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Literature ReviewThe role of a Human Resource department is ev.docxSHIVA101531
Literature Review
The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews.
Method of Job Analysis
When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire.
The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions.
The Structured Questionnaire method uses a standardized ...
The document provides information about 360-degree feedback and its implementation. It discusses that 360-degree feedback involves collecting performance evaluations on an individual from their supervisor, peers, customers, direct reports, and themselves. It then lists several recommendations for implementing a 360-degree feedback system, including carefully selecting raters, ensuring confidentiality, providing feedback reports that compare self-ratings to others' ratings, and following up with training and coaching. The document emphasizes that 360-degree feedback can provide a broader perspective on performance and facilitate greater self-development for employees.
Issues of performance and rewardsmanagementSelf-employed
This document discusses several compensation practices and their potential impacts. It notes that forced performance distributions can demotivate solid performers and encourage dysfunctional behaviors by managers. It also discusses how backloading compensation to reward tenure can benefit both employees and employers by incentivizing knowledge accumulation. The document recommends piloting any new programs and carefully considering both intended and unintended impacts of compensation changes through monitoring and research.
Performance appraisal human resource managementaprileward14
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Best Practices for using Assessments in Hiring, Promoting and Team Integration
The Ipsative vs. Normative Debate
By Kenneth L. Greenberg, CEO - KLG Consultants, LLC
Introduction - As a due diligence tool, pre hire, or for management
coaching and professional development post hire, the market is crowded
with professional assessment tools. These types of assessments can
engender fear, apathy or outright disdain depending upon one’s
perspective.
Some professional business owners use assessment technology while
building management teams for portfolio companies. Others feel they either are not applicable
because of the contractual obligations and agreements in the documents underlying the
acquisition or investment, or they believe assessments are not applicable given the prior success
of the target company. However, many consultants focused on team building and integration,
leadership development and strategic planning will not take on an engagement without
administering assessments to the participants in the program.
Whatever your perspective, understanding the two fundamental differences of the assessments
currently on the market, can go a long way to helping your firm deal with the risk inherent in
management acquisition, team integration and post investment management performance.
“It looked good on paper.” - You may have heard these words before or even uttered them
yourself, post acquisition or investment. The numbers made sense; the projections were
validated by your best and brightest. The management team’s resumes and references all looked
great. You even interviewed the management team and the interviews went well. Why is the
management team now so dysfunctional post investment?
Change - Typically, people problems in these circumstances can be summed up in two words,
change and culture. Try as you might to make the acquisition process as seamless as possible,
subtle forms of change ripple throughout the organization and disrupt people’s effectiveness.
Whether certain leaders leave due to agreement or others change their roles, new reporting
requirements are implemented and a new configuration of the board is put in place; change
happens due to your involvement in a portfolio company. Change affects different people in
different ways.
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Reaction to Change - Although the effect on people may manifest itself much like grief; where
people get stuck in the grieving process is the key question. Some experts describe the five
stages of grief as follows:
• Denial
• Anger
• Bargaining
• Depression
• Acceptance
A smooth transition is dependent upon knowing who might get “stuck” and where they may get
stuck. This is where a comparison of the ipsative and normative assessments is critical.
Ipsative Assessment Tools - Ipsative tools are by their nature, self reporting. When one takes
the assessment, one tells the assessment what he or she thinks of him or herself and the
assessment reports that input. It is not unlike going to the doctor and saying “I have a back ache
and believe I need surgery.” Most doctors would not act on that input, save ordering more
diagnostics assessments. Put another way, these types of assessments, “look good on paper” but
allow the assessment subject to tell the test what they think the end user wants to hear. The
output is not much more reliable than an interview and it is not necessarily a useful tool for
predicting how that person will react to the change that results from your involvement in the
company.
It is also very difficult to use an ipsative assessment to coach a person for performance
improvement. Essentially the tool leaves it to the assessment subject to tell the user where he or
she needs improvement. Like the doctor with only patient input, one is left with very little
reliable diagnostics on which to act in order to affect a cure and make the patient better. When
coaching management members to accept change and thrive, behavior change is the cure, and
one needs to know underlying hard wired behavior.
Reliability - Many experts agree reliability is the key empirical measure of the efficacy of an
assessment tool. Reliability is measured by the percentage of similar results each time a subject
is administered an assessment. According to the United States Department of Labor, anything
less than 70% reliability may render a tool less than adequate. Because ipsative assessments are
self reporting, test subjects can simply change their answer each time they take the assessment,
depending on what they think is expected of them. It can be quite easy for the output to change
each time the subject takes the assessment. Because, the assessment is self reporting, it is not
feasible to test for “distortion” or inconsistency of answers in just one assessment.
Normative Assessment Tools - The other type of assessments, normative assessments,
measure the subject’s answers against sample populations. The scores generated from these
assessments are not unlike the percentile scores found in standardized tests. They can measure
core behaviors, learning styles and professional preferences as compared to the general working
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October 2010
population or against benchmarks of best performers in various occupations. The most cutting
edge of these assessments claim 82% reliability. Normative assessments can also report
distortion, or consistency of answers. As previously mentioned, ipsative assessments are by their
nature distorted by the subject. A measure of distortion is critical in order to know how candid a
subject has been while taking the assessment.
Because most normative tools report core natural behavioral tendencies, learning styles and
professional interests as compared to statistically viable sample populations, it is easier to
predict how a subject will react to change, and when and how coaching can best be used to help
that subject adjust and improve. Team interaction and integration can be facilitated using a
reliable tool that can help new owners understand their talent pool and how they will or won’t
work together.
Because of their reliability, normative assessments can also be used to benchmark the best
performers in a company. Benchmarking allows the creation of a continuity plan to facilitate
replacement of departing key people. Proper benchmarking can make the continuity plan more
predictable and less risky. Matching candidates to fill roles in a specific company or department
based on learning styles, behavior tendencies and professional likes, increases the probability
that there won’t be a performance drop off post departure of key individuals. This is frequently
referred to as analyzing candidates for “job fit”.
One other benefit of normative assessment tools is some meet or exceed regulatory guidelines
for non-biased hiring and promotion tools. As you develop the organization at any portfolio
company, very difficult decisions often need to be made. The risk of litigation can often hamper
optimum decision making for hiring, promotion and allocation of duties. Because the latest
normative assessments are often based on third party research, validated over periodic studies,
they are accepted as a third party analysis of a candidates fit for a position or role. Properly
utilized, use of the tools, have stood up in court. (We are not lawyers and this is a matter to
review with your employment counsel. The assessment landscape should be evaluated with
your advisors with these guidelines in mind.) Beyond risk mitigation, proper use of these
assessment tools can help owners advise portfolio management on where their teams “core
strengths” can best help the organization achieve its goals. Aligning management teams to tasks
and functions, based on individual core strengths can go a long way to deliver high performance
and the results that follow.
Some organizational experts believe that when tasks are aligned with those best equipped to
execute those tasks, overall organizational performance improves. Peter Drucker once said, "The
task of management is to make people capable of joint performance, to make their strengths
effective and their weaknesses irrelevant." When change is occurring, the task is to handle the
change and minimize the disruption it causes the organization. Normative assessments can
allow owners better visibility as to who in a portfolio management team is best equipped for the
task of leading the company through the change and transition to new ownership and control.
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Culture Clash - As mentioned before in this article, culture is also cited as reason for
disappointing outcomes post acquisition or merger. Corporate culture is described by W.P. Carey
as “the core values, ways and beliefs, business principles and traditions” of a corporation. The
missing piece in this description is people. More specifically, how the people of the corporation
operate in order to make it a successful organization.
Notwithstanding the organization chart one is shown pre-acquisition or merger, the informal
organizational chart of the actual organizational communication and decision flow, holds the
key to the culture of the corporation. Management typically fears changing that natural flow.
That fear manifests in various ways that are sometimes described as culture clash. This often
includes turf battles, sudden departures to competition, and worse. There is nothing nefarious
about the informal organization chart. Successful high performing organizations, either by
design or serendipity, allow their management teams to develop their role in the corporation to
their individual strengths, notwithstanding titles.
With normative assessments in hand, management team integration in spite of disparate
cultures is more easily facilitated as ongoing tasks can be aligned with individual strengths. New
owners can help facilitate the negotiation of roles, task assignment and the selection of go
forward practices that best fit the new integrated team. Once the ownership transition has been
executed, normative assessments can also allow owners to provide coaching to management
team members tailored to the particular person’s strengths and core characteristics. Because
quality normative assessments are empirical they can also be added to 360 and 180 assessments
and are not redundant to the self assessment portion of these tools. This allows a coach or
superior to temper the emotional response frequently encountered post 360 assessment, by
pointing to the empirical “x-ray” as confirmation of other people’s subjective concerns.
Conclusion - As a result, the best normative assessments can be confidently utilized much like a
doctor uses an x-ray, MRI, or other third party diagnostic tool. Ipsative tools on the other hand,
are subject to and require subjective interpretation and can be more easily distorted by the
subject. While useful in certain settings, ipsative tools are self assessments and therefore not
reliable tools for developing strength based integrated management teams.
If one is inclined to use assessment tools, and we encourage their use, we believe normative
assessment tools are best practice for developing high performing management teams post
merger or acquisition. When used properly along with other due diligence methods, these tools
are also very useful and valid tools for people due diligence tools pre merger or acquisition.
----END----
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About the author
Kenneth L. Greenberg, President and CEO of KLG Consultants, is a former investment banker,
and the founder of KLG Consultants. He heads the Corporate Consulting practice at KLG.
KLG uses cutting edge assessments, facilitative training, and coaching to help all types of
organizations remove impediments to success and increase performance.
Ken is also a private equity investor. Prior to starting KLG Consultants, he participated as an
investor and principal in the purchase and ongoing management of a number of private
companies through a Phoenix based private leveraged buyout firm. Ken is active as a member
of the board of directors of two private companies where he has made an investment.
Ken has diverse experience in corporate finance, leveraged buyouts, and other corporate
financial advisory work. Previously, he has been an investment banking professional with such
firms as Blue Moon Financial; Janco Partners; Tucker Anthony Sutro Capital Markets; JWGenesis
Capital Markets; and Chatfield Dean and Co.
About Private Equity Professional Digest
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success of our members by providing timely and well written editorial on the tools, techniques
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