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Introduction to Professional Development 231112
- 1. INTRODUCTION TO SOFT SKILLS PROFESSIONAL DEVELOPMENTIN ENGINEERING (Through Passion, Confidence, Leadership and Teamwork) DR K.C. VORA Deputy Director & Head, ARAI Academy
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- 3. Objectives • To encourageAll-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.
- 10. Fear of Failure Exampleof Oberoi Sheraton
- 11. Have Confidence inYour Abilities… Clip on Confidence
- 12. Confidence Confidence is… the lifetimeability to transform Fear into Focused and Relaxed -- Thinking, Communication and Action
- 13. Success Demands AllRound Skills
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- 15. Personality Development • • • • • • • • Self Assessment SelfAwareness & 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
- 16. The formidable enemiesthat BIND us - Lust, Pride, Greed, Anger, Illusion
- 17. What makes mea slave ? How can I become a free bird?
- 18. Passion Goodness Ignorance Running with agitatedmind Panic Confusion fear Calm analysis before action
- 19. Mode of Goodness Honest selfless Clean Readingof 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
- 20. 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 ”
- 21. Fill in theblanks If I took responsibility for every feeling I experience and for every word I utter, _________________________
- 22. Fill in theblanks : 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.
- 23. Goal Setting Personal Short Term GOALS MediumTerm Professional Long Term
- 24. Targeting Areas ofImprovement
- 25. Communication Skills • Whichis the best Computer in the World? • Which is the best Camera in the World? • What has no limits? • Who is your favourite?
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- 27. IS THE JARFULL? As Stephen Covey mentions in his book ‘First Things First’
- 28. Time Management What yougain…. 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
- 29. Covey identified 4waves 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!
- 30. Differentiating between – Urgenttasks • 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
- 31. Communication Skills Verbal Communication WrittenCommunication Body Language
- 32. Successful v/s EffectiveManagers
- 33. Communication Objectives • VerbalCommunication – Principles of Communications – Planning – Public Speaking – Presentation Skills – Use of Presentation Graphics & Aids – Listening and Observation Skills
- 34. • 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
- 35. Assimilation Techniques Read Write See Write
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- 40. Written tests /Interview / Group Discussion Crack the Code…
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- 43. Professional Ethics &Etiquettes • • • • Business Ethics Corporate Ethics Engineering Ethics Social & Office Etiquettes – Dressing Etiquettes – Eating Etiquettes – Socializing • Email Etiquettes • Telephone Etiquettes • Values
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- 45. Looks/ Dressing Sense forDifferent Occasions
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- 54. Team Building &Motivation
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- 57. Vehicle Development Cycle Conceptof 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
- 58. Other Skills • CustomerSatisfaction & 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)
- 59. …not what wedid in school
- 60. PLANNING ANALYSIS INTEGRATION 1). Identify whatis 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
- 61. What all isto be Benchmarked…
- 62. Benchmarking: Vehicle Evaluation • • • • • • • • • • • • • • • Braketesting (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
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- 64. Stress Management &Meditation Methods and Techniques to Improve Physical well being by Busting Stress.
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- 66. Leadership …learn to leadand Motivate. Clip on Mindset
- 67. Leadership What is it? Whyis it important? How to provide it?
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- 69. A Leader is… • • • • • • • • • Guide Director GoodListener Visible Flexible Visionary Action Oriented Positive Complimentary • • • • • • • Good Planner Informative Consistent Truthful Prompt Able to Admit Mistakes Willing to be Responsible
- 70. Leadership….some thoughts! • Whatis 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?
- 71. 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
- 72. Business Success • LeadershipSkills – Interpersonal Skills – Negotiation Skills – Delegating Skills – Handling Of Difficult People • Executive Summary & Business Plan • Balanced Score Card • Business Analysis & Strategy
- 73. Balanced Scorecard Perspective Customer perspective Learningand growth perspective Internal business perspective Financial perspective
- 74. Cause-and-effect relationships throughout theorganization Lower Costs Improved training Higher quality Increased Profits Fewer complaints Increased sales
- 75. Further cause-and-effect relationships Employee retention Reducedcosts Fair reward system Increased profits Employee productivity Increased sales
- 76. And Finally ………. Itis your discretion to decide whether to Lead a task, share a task or follow a TASK ……………. lead, share or follow
- 77. Success Clip on Guru Clipon Success