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The Career Portfolio… A Passport to Success

The Career Portfolio… A Passport to Success

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The Career Portfolio… A Passport to Success

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  1. The Career Portfolio…A Passport to Success Presented by: Alaa El-Halwagy

  2. Is about creating an environment that fosters a sense of community that helps people love their work instead of doing their job, which when done honestly, creates trust and enhances creativity. James Autry LEADERSHIP…

  3. Leadership • Leadership is within each and every one of us • Leadership is the act of making a difference

  4. What are we trying to achieve? * Make a difference * Be effective * Be happy

  5. “After American firms found in various employee surveys that workers wanted better communication with department managers, executives began spending more time in meetings and informal talks with employees.” Wall Street Journal, 10/4/00 LEADERSHIP…

  6. In Ft. Lauderdale Construction, we started monthly Team Building Sessions since September 1999. During these sessions we discuss: • Session theme (Technical/Personal) • Team short and long term goals • Individual Improvement Plans (IIP) • Project and Team Assessment • Process Management

  7. RESULTS: • Empowered Team Members • Self Motivated Teams • High level of accountability • Practical solutions for challenges • High Performance outcomes

  8. CPM IN ACTION • 34% of Ft. Lauderdale Construction is involved in the CPM program (11% increase in 2000 & 3% in 2001) • All participants face the same challenges: * Time * Efforts * The “How to”, implementation • “CPM in Action”, started in September 2000, and has monthly meetings.

  9. C.P.M. IN ACTIONFT. LAUDERDALE CONSTRUCTION VISIONTo incorporate the C.P.M. principles into our personal styles which will result in increased production, enhanced quality and employee satisfaction

  10. MISSIONTo become more effective leadersGOALSComplete the programEnsure GraduationImplement the program strategies

  11. 1. To establish and implement a Coaching Model that will enhance the individual career path and development 2. To develop the Residency into a High Performance Team3. To establish an easy to use Succession Planning Model OBJECTIVES

  12. 4. To become a learning unit that focuses more on establishing a productive system rather than high performing individuals.5. To develop and implement a Customer Service Model that will ensure customer satisfaction. OBJECTIVES

  13. Do not compete…Excel !! Work smarter…Use the brain in your heart !! The art of (Caring Leadership) comes from what we must know about each other to build trust, commitment and initiative Rules of Leadership

  14. Organization and Individual Integration Achieving High Level of Performance requires an approach to organizational and personal learning, which means continuous improvement at both levels

  15. Organization Dynamics • Performance and quality are judged by the organization’s customer • The organization’s success depends on the knowledge, skills & innovative creativity of its employees • Valuing employees means committing to their satisfaction, development and well-being

  16. Tips to achieve high performance: • Open and candid communication • Trust people to do a good job • Promise what you can deliver • Always deliver what you promised • Frequent one-on-one Team meetings • Share information as much as possible • Listen more and talk less • Cross training and growth development • Empowerment • Mentoring

  17. Career Portfolio Alaa El-Halwagy

  18. Employee Portfolio The purpose of this portfolio is to create an Individual Improvement and Development Plan (I.I.D.P.) for every partner

  19. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Portfolio Content Resume The employee passport Career interview Self assessment (Optional) Training needs assessment Certificates/Licenses Education/Training Background Knowledge, Skills & Abilities Job description Customer feedback/Letters of Recommendation Special achievements Awards & Recognition

  20. A NEW WORKPLACE PASSPORT

  21. This is the work I’m best at? • This is what I most love to do? • These are my values? • This is what I need in order to learn and work at my best? • To feel visible, valued and involved, I need: • To feel genuinely respected and recognized for my efforts, I need:

  22. Career Interview

  23. 1. Do you know how important your job is to the organization .. !! 2. What skills do you use on the job .. !! 3. What talents do you have that are not being used .. !! 4. What is your favorite part of the job .. !! 5. What is there about the job that you don’t like .. !! 6. In what areas would like increased responsibility .. !! 7. What would you like to be doing in the next 3 years .. !! 8. Do you have the information, tools & training you need to do your job!   9. Is there anything you would like the organization to do different to help you do your job .. !! Additional Comments:

  24. Self Assessment

  25. HOW AM I DOING, REALLY ? The following is a self-evaluation tool to determine how the Organization can help you, help yourself. Please rank yourself from 1 (Lowest Rank) to 10 (Highest Rank) on the following:   Technical knowledge about my job ____ Setting and meeting high standards ____ Meeting expectations ____ Self development ____ Focusing on and working to achieve goals ____ Creativity / Thinking out of the box ____ Willingness to accept responsibility ____ Communication ____ Decision-making ability ____ Time management ____

  26. HOW AM I DOING, REALLY ? Page 2 Imagination ____ Collaboration ____ Trust worthy ____ Safety conscious ____ Hard-working ____ Honesty ____ Integrity ____ Respectful ____ Positive attitude ____ Persistence ____ Tactfulness ____ Working well under pressure ____ Name: _______________________________

  27. Purpose • To evaluate the quality of communication practices among managers and supervisors. • It measures perceptions about communication practice effectiveness in six key communication skill dimensions; verbal communication, written communication, learning skills, coaching & counseling, intergroup (with peers and superiors) communication and performance communication. • The CES is designed in a multi-level format in order to obtain assessment perceptions not only from an individual respondent but also from his/her superior, subordinates and/or peers.

  28. Purpose • To develop consciousness and awareness about the importance of proper time utilization. • To teach key time management principles. • 3. The instrument places emphasis on planning, prioritization, work organization and delegation.

  29. Purpose • The Leadership Effectiveness Profile (LEP) gives supervisors and managers important feedback about: • Their leadership styles • Their ability to correctly assess leadership behavior • Their overall leadership effectiveness. • The LEP can be also used in a multi-level format to provide ratings by the superior and by the subordinates or peers.

  30. The Leadership Skills Test (LST) is a developmental assessment and feedback instrument designed to evaluate leadership training needs for employees at any level of the organization. • The LST evaluates the extent that a person’s beliefs and perceptions are congruent with attributes within each of the following measurement dimensions: • Coaching Servicing Customers • Communicating Solution Finding • Empowering Managing Change • Facilitating Team Building • Managing Projects

  31. The Self Directed Team Assessment (SDTA) is designed to help members of work teams learn and apply behaviors and practices which will facilitate total quality team performance. • SDTA measures work team member perceptions about the following team performance dimensions: • * Active listening • * Inclusion • * Sharing Responsibility • * Solving Problems • * Focusing on Continuous Improvement

  32. The Management Training Needs Analysis (MTNA) is an instrument that identifies training needs among managers and supervisors. • It covers twelve skill dimensions that are essential to successful managerial and supervisory performance. • Skill dimensions are: • * Leadership * Problem Solving • * Training * Planning & Organizing • * Human Relations * Work Assignments • * Motivation * Time Management • * Communication * Performance Management • * Discipline & Control • * Counseling

  33. To evaluate skills of managers, supervisors and/or candidates for those positions. • The Supervisory Skills Test is designed to help HRD and Training Professionals assess the understanding of key employees about essential management and supervisory principles and practices. • These principles and practices include: • Planning & Organizing Employee Discipline Teamwork • Communication Motivation Leadership • Complaint Handling Training • Time Management Problem Solving • Coaching & Counseling Human Behavior

  34. Excellence Can be obtained if you: Care more than others think is wise Risk more than others think is safe Dream more than others think is practical Expect more than others think is possible

  35. “You have not lived a perfect day, even though you have earned your money, unless you have done something for someone who will never be able to repay you.” Ruth Smeltzer