Partnering in the construction industry
|
|
- Kevin Hardy
- 6 years ago
- Views:
Transcription
1 Partnering in the construction industry Introduction Very high housing costs, poor quality together with cartelization are some of the problems that the Swedish construction industry has been noticed for during the decade. The general publics demand on improvement has expressed itself through governmental investigations. In these it has been proven that new planning-, contractorand procurement forms should be initiated. In addition the technical and administrative obstacles that works counter to the lowering of the construction costs, should be removed (Byggkostnadsdelegationen, 2000). This is what partnering is about. Partnering is a concept for interaction and has been increasingly popular within the Swedish construction industry. The purpose is to develop the relations between the partners and integrate the competences that exist within a project, to make the construction process more effective. The basic idea with the concept is to make the client and the supplier work toward a common goal and thereby create a win-win situation. One of many definitions of partnering comes from the Construction Industry Board, which nowadays is dissolved. It is frequently used in literature and articles about partnering. Partnering is a structured management approach to facilitate teamworking across contractual boundaries. Its fundamental components are formalised mutual objectives, agreed problem resolution methods, and an active search for continuous measurable improvements. (Construction Industry Board 1997) Method In consultation with Swedish Construction Clients Forum and the assistant supervisor representatives for twenty-seven organizations within Swedish Construction Clients Forum were chosen. They all had carried out some sort of partnering project and were suitable as respondents. To get a certain amount of randomness the respondents were questioned on their last performed partneringproject. In order to collect data from the respondents, a questionnaire was created. The first part of the questionnaire treated the partnering process in itself and consisted almost solely of questions with fixed alternatives. The second part evaluated the result of the project through a number of statements, concentrated on both process and result. A five grade Likert-scale which reaches between completely agrees and don t agree, was used get the respondents opinions. A reference group was put together to make sure the questionnaire was right for the intended cause. The group consisted of persons with a lot of experience in applying partnering. They gave aid to the search for pertinent questions and pointed out what had to be explained further. The collected data was thereafter processed and analysed.
2 Because of deep going questions and statements with fixed alternatives, which were sent to a small number of respondents, the method basically was of a qualitative nature with a certain influence of quantitative sort. Theory Partnering as a form of interaction was developed by the US Army Corps of Engineers in the end of the 80 s. The purpose was to reduce costs in public construction projects by avoiding legal disputes, which was very common in this field (Gransberg et al, 1999). The development of partnering in Sweden hasn t come as far as, for example in the United States and Great Britain. On the other hand there are many projects that are using one or many components of partnering in Sweden today. But it s rare with projects that use all of the components that should be included in a fully carried out partnering project (Rhodin, 2002). One of the leading developers of partnering in Sweden is FIA. They work to improve the construction industry in Sweden. According to Kadefors (2002), one reason for the lack of interest in partnering in Sweden, could be that most people within the construction industry consider themselves having a history of a relatively good informal cooperation. Conflicts that occur are usually solved at the lowest possible level in the organization. Large conflicts are also most of the times solved on higher levels within the organization. This makes an introduction of a formal interaction seem bureaucratic and unnecessary. All this can lead to bigger tensions for the involved people to solve the conflict on their own level. Delays and quality flaws because of conflicts generate cost increases, that don t distinguish itself as much as lawyer s fee. Kadefors also means that many people think that the construction industry in Sweden is burden with more conflicts and is working ineffectively, compared to other industries. Jackson and Barlow (2000) mention a further fact that distinguish Sweden from many other countries and that is the strong role of the contractor. This is due to the domination of a few contractors on the market. Key components A successful partneringproject should consist of certain components, according to the literature. They vary a bit between different sources, but some of the components are constantly brought up. One of them is the important role of the facilitator. The facilitator s mission consists of various tasks. Some of the most important tasks according to FIA (2006) are Make sure the basic principal in the model is followed. Be responsible for the documentation and the process management at the workshops and follow up meetings. Identify sources for conflicts early and help the parties find a solution. Educate and inform on the interaction in the project. FIA (2006) also mentions that the facilitator should avoid being a part of the local organization. Nor should the facilitator participate in the daily decisions regarding technology and economy. Experience from partnering projects show that the need for a
3 facilitator is largest in the projects early stages (FIA, 2006). Teambuilding workshop is another key component in the partnering process. Here the participants create a project charter that shows the common goal that has been agreed. The document should then be signed by all members. This is an important step since it only can be done if all parties goals and interests are known and accepted by everyone (Hodgkinson, 2001). Something that is often recurrent in partnering literature is the importance of commitment from top management. Barlow (1997) believes that management plays a critical role by supporting the concept, handle critic s argument and promote the concept to people under and around them in the hierarchy. Top management also have to bring in sufficient resources, build enthusiasm among the coworkers and dare to give authority to people (Edelman et al, 1991). Commitment is additionally important for the interaction not to deviate in to a traditional behavior when inevitable problems occur (Scott 2001). Scott even claims that the most important component for good relations between parties is that the contractor s client top management is dedicated. Yet another key component is systematic risk management. FIA (2006) claims this component to be a part of every partnering project. Throughout the whole project all common risks should be evaluated jointly with all parties. The biggest opportunity to influence a projects design and result, lays in its earliest stages (Scott, 2001). This fact applies to many different aspects of the partnering project. Analyse Causes for partnering There are many reasons for using partnering in a construction project. The respondents were therefore asked to rank the most important reasons for choosing partnering for their projects. To be able to educe the most important reason for partnering the ranked alternatives are numbered. The distribution outcome is shown in figure 1. Points The will to improve Control cost Control Time Control quality Complex project Risk sharing Avoid legal disputes Other Fig. 1 Respondents rank of the reason for choosing partnering The will to improve is ranked as the most important reason for choosing partnering. This may indicate that many people consider the industry being in need of change. The explanation for the high rank of The will to improve, may lay in the problems that the Swedish construction industry experience today. It s also interesting to notice that the reason Avoid legal disputes was placed last but one, though partnering has it s origin in avoiding legal disputes. Sweden hasn t really had any big problems with legal disputes as in other countries, which could explain the low rank.
4 Facilitator As mentioned in the theory-chapter the facilitator plays an important role according to many researchers. Therefore the projects that used a facilitator and those who didn t, were compared to observe any differences in result. A strong tendency appears in the comparison, projects with a facilitator had considerably higher results both regarding the process and the actual result. If the group which used a facilitator are further examined, differences appear here to. The projects with a neutral hired facilitator have compared to those with one from the contractor, a generally better process and actual result. Committed top management Another key component that is interesting to look more into is the importance of committed top level management. But the only tendency that showed was that almost every project seemed to have a committed top management. This may be because it s critical to have a committed top management if the concept of partnering should be introduced to the organization. Common goals A desirable result of partnering is lesser cost increase during the project. Many factors may influence the cost increase but some plays a bigger part. The tendency that is most evident is the put up of goal-price in the earliest stages of the project. This factor seems to enhance the probability of a smaller cost increase. Amongst those respondents who putted up a goal-price in their project s earliest stages, a majority meant that there were lesser cost increases in their partnering project, compared to a similar traditional project. On the other hand among those respondents who didn t put up a goalprice, only a minority claimed having lesser cost increases. Another tendency is the importance of having a common risk run-through that handles the economical risks. A relatively large amount of the respondents that used this in their projects meant that the cost increase were lesser than in a similar traditional project. Whereas among those who didn t do this, a minority claimed having lesser cost increases. Risk management When it comes to risk management the most important thing seems to be, dealing with the risk management early on in the process. Among those respondents who early on in the process dealt with the risk management, a majority meant that they got an estimated profit that corresponded with their risk. On the contrary, among those who didn t do this, no one meant that they got an estimated profit in correspondence to their risk. Workshops where risk is brought up also play an important role for the parties to get a profit that correspond to their risk. Among those respondents that did carry through a workshop with risk management included, almost everyone meant that got an estimated profit that corresponded with their risk. On the other hand, among those who didn t this, almost no one meant that they got an estimated profit in correspondence to their risk. Another tendency that isn t that clearly is the common risk go-through. There are some differences though between those respondents who had a common
5 risk go-through and those who didn t. Among those who did, almost everyone meant that the parties took a risk that corresponded to their estimated profit. Among those who didn t, half of the respondent meant that the parties took a risk that corresponded to their estimated profit. Conclusion In the beginning partnering was developed for the purpose to avoid costly legal disputes. But avoiding legal disputes are ranked among the lowest reasons for choosing partnering. Instead is the will to change the driving force for choosing partnering. This probably has to do with the problems that the Swedish construction industry experience. If this change is going to happen it s critical to have a committed top management, which most partnering projects seems to have. Noticeable is that almost all of the projects succeeded in avoiding legal disputes. Among the factors that the respondents them self experienced as important certain patterns arise. Choosing the right persons to work with. Suitable organization. Mutual and close confidence. Continuously have follow up s on the goals. As so many other things in society one of the strongest driving forces for partnering is economical. Among the respondents the second most important reason for choosing partnering was the will to control cost. There are indications that if a goal-price is put up early on in the process it s more probable that the cost increases is controlled. In addition there are tendencies that if a mutual risk go-trough is performed it s easier to control the cost increases. To make sure that all parties get an estimated profit that corresponds with their risk, there are signs that risk should be put up early on as a condition for the project. Furthermore workshops where risk is a part of the agenda, contribute to the parties getting an estimated profit in correspondence to their risk. A key component in a partneringproject is the facilitator who seems to have a strong influence on the result. Above all the neutral hired facilitator appears to achieve the best result. Moreover another decisive component is the common risk go-trough which seems to lead to a better result. The respondents are generally very satisfied with partnering as a way to work, both concerning the process and the actual result. It s also interesting to observe that almost everyone thought that they got better quality, time control, client satisfaction and lesser cost increases in the partnering project compared to a traditional project. As a counterbalance to all of the positive trends and tendencies, it should be considered that most of the respondent experienced that the constructors client had to put in a lot of extra work compared to a traditional project. This probably has to do with the increase of the amount of meetings and workshops that is necessary for the process to function.
6 The most overwhelming impression is how positive all the respondents are to work with partnering in future projects. This shows that partnering isn t a just another new contraption but a concept that is here to stay.
Communication Audit of the Academic & Career Advising Center. Table of Contents
Helping organizations reach new heights through effective communication Communication Audit of the Academic & Career Advising Center Table of Contents Mission Statement 4 Executive Summary 5 Introduction
More informationSuccess Factors in Large Construction Projects
Success Factors in Large Construction Projects Szentes, H. Department of Civil, Mining and Environmental Engineering Luleå University of Technology, Luleå, Sweden (email: henrik@szentes.se) Abstract The
More informationInsights On Video Interviewing
Insights On Video Interviewing Written by David Creelman Sponsored by videointerview_whitepaper_hirevue_060616.indd Introduction There s no doubt that video interviewing is fascinating, but is it a technology
More informationMIXED MODE IN THE DATA COLLECTION OF SBS STATISTICS WITHIN STATISTICS SWEDEN
Distr. GENERAL 03 September 2013 WP 24 ENGLISH ONLY UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE CONFERENCE OF EUROPEAN STATISTICIANS Seminar on Statistical Data Collection (Geneva, Switzerland, 25-27
More informationTHE ITERATIVE ENGAGEMENT MODEL A CALCULATED RISK AND A WHOLE LOT OF REWARD. By Mikhail Papovsky CEO, Abraic, Inc.
THE ITERATIVE ENGAGEMENT MODEL A CALCULATED RISK AND A WHOLE LOT OF REWARD By Mikhail Papovsky CEO, Abraic, Inc. Fall 2016 1 The traditional vendor engagement model is flawed. Technology initiatives are
More informationInnovative Marketing Ideas That Work
INNOVATIVE MARKETING IDEAS THAT WORK Legal Disclaimer: While all attempts have been made to verify information provided in this publication, neither the Author nor the Publisher assumes any responsibility
More information10 Success Factors. That Make a Procurement Champion
10 Success Factors That Make a Procurement Champion 10 Success Factors That Make a Procurement Champion Is your authority Champions League material or still in the Second Division? An effective and efficient
More informationPartnering In Construction: Improvementthrough. Integration And Collaboration
Partnering In Construction: Improvementthrough Downloaded from ascelibraryorg by 3744193189 on 01/24/18 Copyright ASCE For personal use only; all rights reserved Integration And Collaboration SEVDA BAYRAMOGLU
More information2010 Dodson Publications, Inc. Page 1 of 6 September 10, :27 AM
Liability The Liability Implications of Pursuing LEED Certification by Jeffrey W. Cavignac, CPCU, ARM, RPLU, CRIS, president & principal, Cavignac & Associates (Editor s Note: Jeff Cavignac, CPCU, ARM,
More informationAppendix A Tools to Prioritize Requirements
Appendix A Tools to Prioritize Requirements Business decisions are driven by priorities, tradeoffs that allow sensible allocation of budget and time. All too often, prioritization is done by a purely political
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY ATC Project March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 12 Aspects of Employee Engagement 16 What Drives Engagement 20 Overall Organizational
More informationInstitute of Public Care. Outcome-focused Integrated Care: lessons from experience
Institute of Public Care Outcome-focused Integrated Care: lessons from experience January 2017 Outcome-focused Integrated Care: lessons from experience 1 Introduction The IPC Partnership Programme supports
More informationExpert Reference Series of White Papers. ITIL Implementation: Where to Begin
Expert Reference Series of White Papers ITIL Implementation: Where to Begin 1-800-COURSES www.globalknowledge.com ITIL Implementation: Where to Begin Michael Caruso, PMP, DPSM Introduction The Information
More informationSAS ANALYTICS AND OPEN SOURCE
GUIDEBOOK SAS ANALYTICS AND OPEN SOURCE April 2014 2014 Nucleus Research, Inc. Reproduction in whole or in part without written permission is prohibited. THE BOTTOM LINE Many organizations balance open
More informationTRANSLATION BUSINESS AND TRANSLATORS
TRANSLATION BUSINESS AND TRANSLATORS Translation Industry Survey 2010/2011 WHAT S NEW SINCE 2008? This survey is a follow-up to the first edition we launched at the end of 2008. We aim to renew it every
More informationEFFECTIVE COMMUNICATION IN MULTI-DISCIPLINARY TEAMS
EFFECTIVE COMMUNICATION IN MULTI-DISCIPLINARY TEAMS Mike Levery, MCL Consultancy Ltd How do you measure the success of a project? Is it the fact that it has been delivered on time or to budget, or meets
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationMGMT 655: Survey of Management
MGMT 655: Survey of Management FINAL PAPER: PAUL LEVY Ivan Alexander Estela Gonzalez Soo Jeoung Han Scott Morgan Avinash Naganathan Eric Puls Qian Shao 1. Introduction This paper provides an analysis on
More informationTaking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationStepping Forward Together: Creating Trust and Commitment in the Workplace
EXCERPTS FROM THE BOOK Stepping Forward Together: Creating Trust and Commitment in the Workplace by Mac McIntire How to Know You ve Made the Right Decision The following is an excerpt from chapter one
More informationExploring the Climate for Earned Income Development
Exploring the Climate for Earned Income Development the first in a series of self-paced workbooks for nonprofit entrepreneurs by Andrew Horsnell Prepared by: Date: Exploring the Climate for Earned Income
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 If you agree people are your most valuable asset
More informationEmployment Application
Employment Application Do you love hair? More importantly, do you love people? Taglio Salon is in the business of doing great hair and taking care of people. If you do not love great hair and taking care
More informationCreate your ideal data quality strategy. Become a more profitable, informed company with better data insight
Create your ideal data quality strategy Become a more profitable, informed company with better data insight An Experian Data Quality White Paper March 2015 Introduction...1 The levels of data quality sophistication...2
More informationAssessment Center Report
Assessment Center Report Candidate Name: Title: Department: Assessment Date: Presented to Company/Department Purpose As of the Assessment Center Service requested by (Company Name) to identify potential
More informationSTAKEHOLDER ANALYSIS:
1 STAKEHOLDER ANALYSIS: TURNING CHALLENGERS INTO CHAMPIONS IIBA Philadelphia April 16, 2015 Linda Howard, PMP, CMC Howard Consulting, LLC IIBA Chapter Philadelphia April 16, 2015 Howard Consulting, LLC
More informationFostering Appreciation and Engagement in the Workplace
Fostering Appreciation and Engagement in the Workplace Michelle Futrell, MA, ATC Gallup Certified Strengths Coach and Certified Strengths-Based Education Facilitation (F-CSBE) College of Charleston futrellm@cofc.edu
More informationProfile Comparison Top-Leader
Limbic Personality GmbH Profile Comparison Top-Leader Peter Mustermann Presented by The Limbic Personality Profile Comparison for Top Leaders There are a lot of leaders in the market but only those with
More informationReplacing Kitec Plumbing in your high rise condominium
Replacing Kitec Plumbing in your high rise condominium A Quick Guide for property managers to help navigate the complex process from start to finish. Prepared by Canadian Design and Construction Inc. (CDC).
More informationFinancial Infos. Issue (19)
Financial Infos Issue (19) Customer Relationship Management (CRM) Definition: In reply to increasing competitiveness in the global market, businesses are looking for means to manage their relations with
More informationSAPTA SINERGIA Integrated Service Solutions
SAPTA SINERGIA Integrated Service Solutions [Service Fabrication Construction Logistic Supply] Sapta Sinergia began as general works in 2013. Been a Sapta Sinergia with hard work and total team dedication
More informationXpertHR Podcast. Original XpertHR podcast: 22 September 2017
XpertHR Podcast Original XpertHR podcast: 22 September 2017 Hi and welcome to this week s XpertHR podcast with me, Ellie Gelder. Now TUPE, possibly not a term that inspires enthusiasm amongst a lot of
More informationImmigrants A France Quimper Le Collectif Droit d Asile
Final report LLP-ERASMUS Intensive Programme Internet advanced promotional tools application for increasing awareness of social exclusions movement Immigrants A France Quimper Le Collectif Droit d Asile
More informationBruce K. Berger, Ph.D., Juan Meng, Ph.D., and William Heyman
1 Gender Differences Deepen, Leader-Employee Gap Remains and Grades Slide --Plank Center Report Card 2017 on PR Leaders-We need to be bigger leaders to close the gaps. Bruce K. Berger, Ph.D., Juan Meng,
More informationOPERATIONAL CASE STUDY AUGUST 2016 EXAM ANSWERS. Variant 2. The August 2016 exam can be viewed at
OPERATIONAL CASE STUDY AUGUST 2016 EXAM ANSWERS Variant 2 The August 2016 exam can be viewed at https://connect.cimaglobal.com/resources/operational-case-study-exam/august-2016- operational-case-study-exam---variant-2
More informationAn Epicor White Paper. Best Practices for ERP Implementation Success
An Epicor White Paper Best Practices for ERP Implementation Success Table of Contents Introduction...1 Best Practices for ERP Implementation...3 Understand business processes and key requirements...3 Build
More informationChapter Four Discussion Questions
Chapter Four Discussion Questions 1. The first meeting of Wes Douglas and Elisabeth Flannigan, director of nursing, didn t go well. If you were the new administrator, explain ow you might have established
More informationstraightforward? 1 Why isn t negotiation
1 Why isn t negotiation straightforward? This chapter will describe the pervasiveness of negotiation, which is why negotiation is so important offer some up-front advice about how to start becoming an
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationThe Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance
The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationThe Ultimate Guide to Online Project Management
The Ultimate Guide to Online Project Management Executive Summary In today s world, going to world is less about being at a particular location, chatting with peers, and being in the office. Instead, it
More informationSOCIAL CUSTOMER. Etiquette SERVICE. Your guide for engaging as a person, not a logo
Your guide for engaging as a person, not a logo 1 Introduction 2 Do: Move Social into Your Call Center 3 Don t: Delay Your Response 4 Do: Measure the Impact of Your Efforts 5 Don t: Push Customers to a
More informationCONNECTING ACROSS THREE CONTINENTS:
CASE STUDY CONNECTING ACROSS THREE CONTINENTS: HOW THE CLARY TEAMS WORK TOGETHER USING THE ONESCREEN COMPANY PROFILE Clary Icon Clary Icon is subsidiary of Clary Company (est. 1954) Launched the OneScreen
More informationImplementing an Employee Engagement Programme
Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,
More informationOn the Path to ISO Accreditation
On the Path to ISO 17025 Accreditation What We Wish We d Known Before We Started And Some Definitions: Language of ISO 17025 Version: 2013-08-29 1 Susan Humphries, QA Officer Bureau of Food Laboratories,
More informationLee Ann Szelog. Lee Ann Szelog Simply Put, LLC
The Art of Human Relations is a professional development class that expands the capacity of employees to be top-performers who will put the human back into service, thereby enhancing their ability to attract,
More informationIMPLEMENT CUSTOMER SERVICE STANDARDS CANDIDATE RESOURCE & ASSESSMENT BSBCUS403A
IMPLEMENT CUSTOMER SERVICE STANDARDS CANDIDATE RESOURCE & ASSESSMENT BSBCUS403A Precision Group (Australia) Pty Ltd 44 Bergin Rd, Ferny Grove, QLD 4055 Email: info@precisiongroup.com.au Website: www.precisiongroup.com.au
More informationCustomer Service Excellence Training from ProEdge Skills, Inc.
Importance of Service & Customer-Focused Attitude Sociologists claim that customer service is emotional labor. Being On all day is hard. Customers get upset, yet the customer service professional cannot.
More informationLeverage Learning to Onboard Top Talent
Leverage Learning to Onboard Top Talent What s in this guide? Explore the top five ways that learning is used to enhance onboarding. Click to jump to a chapter. 2 33% of employees know whether they want
More informationTRUSTEE INDUCTION PACK (TIP) CONTENTS:
Council for Medical Scheme TRUSTEE INDUCTION PACK (TIP) CONTENTS: Objective of the Trustee Induction Pack (TIP) Ensuring that the newly elected/appointed trustees have an effective induction should not
More informationLaw firms & the 7 Ps. Why is there no real legal marketing?
Law firms & the 7 Ps. Why is there no real legal marketing? The past. I first joined a law firm in 2006. At that point most law firm marketing & business development teams comprised marketing generalists.
More informationJOB CLASSIFICATION: A BENEFIT TO ASSESSMENT DEVELOPMENT
JOB CLASSIFICATION: A BENEFIT TO ASSESSMENT DEVELOPMENT BETHANY BOCKETTI LAURA BARANOWSKI TIM MCGONIGLE Caliber Associates A job classification study distinguishes between jobs within a series by identifying
More informationTHE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program
THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 Barclays commitment to building a diverse and inclusive culture It has been my experience, not just as a business leader but also in my life beyond work, that equality and diversity
More informationVIDEO 1: WHY IS A STRATEGY PLAN IMPORTANT?
VIDEO 1: WHY IS A STRATEGY PLAN IMPORTANT? Hi, I m Sarah from HubSpot Academy. Welcome to, Creating a Strategy Plan for your Clients. At this point in the client engagement, you ve conducted a content
More informationAn Effective Model of Cross-Functional Team
An Effective Model of Cross-Functional Team What is a cross-functional team? A cross-functional team comprises of members who formally report to different functional hierarchies but are assembled as a
More informationSPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES
SPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES Summary of key findings 2 Job satisfaction and engagement 4 Employee attitudes towards managers
More informationThree Reasons Your Influencer Marketing Campaign Failed... and how to make sure it doesn t happen again
Three Reasons Your Influencer Marketing Campaign Failed... and how to make sure it doesn t happen again www.findyourinfluence.com Three Reasons Your Influencer Campaign Failed... and how to make sure it
More informationProject Manager Interview Rehearsal Assessment Report
Project Manager Interview Rehearsal Assessment Report 244 Madison Ave, New York Contents How to Use This Report Job Description & Qualifications Professional Background Job Experience Situational Performance
More informationNovember Introduction. What was your role with the company? Has your business awareness and use of BIM advanced in the last twelve months?
November 2016 Executive Summary The second national survey to benchmark the level of Building Information Modelling (BIM) adoption in Ireland revealed that 76% (67% 2015) of respondents possessed confidence
More informationConsumer participation in health and community organisations in Melbourne s west
0 Consumer participation in health and community organisations in Melbourne s west Full survey report January 2017 Authors: Mindy Allott and Elle Scott Acknowledgement HealthWest thanks all of our members
More informationAreas of Expertise for a Project Manager
The PROJECT PERFECT White Paper Collection Overview Areas of Expertise for a Project Manager Jyothi Goudar The Project Manager is responsible for managing the project to meet the project objectives. A
More informationThe Relationship between Levels of Motivation and Staff s Productivity of Sport and Youth Organization in Ardebil, Iran
Turkish Journal of Scientific Research. Vol., 3 (2), 37-42, 2016 Available online at http://www.tjsrjournal.com ISSN 2148-5135 2016 The Relationship between Levels of Motivation and Staff s Productivity
More informationADAPT. EVOLVE. THRIVE. HOW CAN LAW FIRMS RETAIN THEIR MARGINS AND GROW THEIR PRACTICES IN CHANGING TIMES?
ADAPT. EVOLVE. THRIVE. HOW CAN LAW FIRMS RETAIN THEIR MARGINS AND GROW THEIR PRACTICES IN CHANGING TIMES? TABLE OF CONTENTS Executive summary 3 Four big changes 3 Two big opportunities 6 Adapting to thrive
More informationDesigning High Performance Organizations. Edward E. Lawler III
Designing High Performance Organizations Edward E. Lawler III Center for Effective Organizations Marshall School of Business University of Southern California 1 Abstract The importance of building high
More informationFive Plus 1 Stages to World Class Safety
PROGRAM CHECKUP Five Plus 1 Stages to World Class Safety How good is your safety program? Good question. But a lot trickier than you might think. Lots of people think that it s a numbers game. If I don
More informationInitiating Client Succession in Your Law Firm
Initiating Client Succession in Your Law Firm I received an email this week from a law firm administrator that sounded a familiar theme: Dear Mr. Seeger, Our firm is reaching a transition point, with key
More informationReinventing Supply Chain Finance
Reinventing Supply Chain Finance Unlocking Strategic Value for Procurement, Supply Chain, and Finance Professionals Part 2: Core Capabilities and Benefits By Bill McBeath October 2014 Table of Contents
More informationPerformance Management: Giving and Receiving Feedback
Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.
More informationA package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia
A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia Operations July 2016 Christian Johnson Jonathan Michael A package full of change: An interview with Ian Andrews
More informationACCI NATIONAL RED TAPE SURVEY
ACCI NATIONAL RED TAPE SURVEY ABN 85 008 391 795 Canberra Office COMMERCE HOUSE Level 3, 24 Brisbane Avenue Barton ACT 2600 PO BOX 6005 Kingston, ACT 2604 AUSTRALIA T: 02 6273 2311 F: 02 6273 3286 E: info@acci.asn.au
More informationHow to Gain Competitive Advantage on Amazon For More Sales
How to Gain Competitive Advantage on Amazon For More Sales How to Beat Competitors by Forming a Distinct and Strong Identity on the Amazon Marketplace 1 P a g e Introduction Ensuring competitive advantage
More informationThe European Charter for Researchers and The Code of Conduct for the Recruitment of Researchers (C&C)
THE CYPRUS INSTITUTE OF NEUROLOGY AND GENETICS THE HUMAN RESOURCES STRATEGY FOR RESEARCHERS INCORPORATING The European Charter for Researchers and The Code of Conduct for the Recruitment of Researchers
More informationIDENTIFY STAKEHOLDERS BEST PRACTICES 1. Identify Stakeholders Best Practices. Bill Carswell
IDENTIFY STAKEHOLDERS BEST PRACTICES 1 Identify Stakeholders Best Practices Bill Carswell IDENTIFY STAKEHOLDERS BEST PRACTICES 2 Abstract Identifying stakeholders is an enabling activity, leading to development
More informationCustomer Service and Conflict Resolution
Customer Service and Conflict Resolution Acknowledgement Course Material Developed by Nancy A. Farage, M.A., M.Edu Why Customer Service Training? Moving into the 21 st Century Employees have to work with
More informationDiploma of Hospitality Management SIT50416 Establish and Conduct Business Relationships SITXMGT002 Student Handout
Page 1 of 10 Diploma of Hospitality Management SIT50416 Establish and Conduct Business Relationships SITXMGT002 Student Handout Page 2 of 10 SITXMGT002 Establish and Conduct Business Relationships This
More informationSo the reasons for pursuing consumer participation in service delivery are:
CHAPTER 8 CONSUMER PARTICIPATION Contents 8.1 Why Consumer Participation? 8.2 What Is Consumer Participation? 8.3 Consumer Participation How To? 8.4 Complaints Are Ok 8.5 The Key Steps In Any Complaints
More informationLEAN AUDITING - RETHINKING INTERNAL AUDIT USING LEAN TECHNIQUES TO ENHANCE ADDED VALUE AND REDUCE WASTE
LEAN AUDITING - RETHINKING INTERNAL AUDIT USING LEAN TECHNIQUES TO ENHANCE ADDED VALUE AND REDUCE WASTE BY JAMES C PATERSON When I was Chief Audit Executive (CAE) for Pharmaceuticals company AstraZeneca
More informationQuality Agreements and Managing Contract Supplier Quality
Quality Agreements and Managing Contract Supplier Quality American Society for Quality Lloyd Bailey November 3, 2005 Service Mark of The Dow Chemical Company TM Trademark of The Dow Chemical Company Abstract
More informationRESULTS IMPROVEMENT BULLETIN
(206) 388-5209 info@mjsmanagement.net www.mjsmanagement.net Management Consultants to the Precast Industry Precast Business Results Improvement Bulletins are published by MJS Management Services. Additional
More information5 TIPS. for Live Chat Supervisor and Admin Success. Best Practices for Supervisors and Admins
5 TIPS for Live Chat Supervisor and Admin Success Best Practices for Supervisors and Admins INTRODUCTION For contact center agents, delivering an average customer experience can be a challenge, let alone
More informationEMBRACING TECHNOLOGY Q&A WITH MARK SINANIAN
SPEAKEASY EMBRACING TECHNOLOGY Q&A WITH MARK SINANIAN SENIOR DIRECTOR, SOLUTIONS MARKETING CANON SOLUTIONS AMERICA By Patricia Ames During a recent interview Mark Sinanian, senior director of marketing
More informationEmployee Value Proposition (EVP) February 2016
Employee Value Proposition (EVP) February 2016 Why is important an EVP? EVP Talent Development & Career Compensation & Benefits Attracting and Retaining Talent Strategy TO ATTRACT TALENT Nowadays is more
More informationa powerful foundation Zurich Construction Management Services consulting and planning
a powerful foundation consulting and planning your project has suddenly, seriously gotten out of hand Engineering has turned in yet another set of plans Crews continue to accumulate overtime Materials
More information1.What is Organisation and Organisational Behaviour?
1.What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole
More informationQuality & Customer Service For Small Organizations
Quality & Customer Service For Small Organizations 10 Point Quality & Customer Service Criteria & Self-Evaluation Tool Written by John Perry December 2008 Version NQI No part of this publication may be
More informationPresentation by Mike Groome ACAG Flying NZ Conference Hamilton Airport Conference Centre 13th July Good and Effective Governance
Presentation by Mike Groome ACAG Flying NZ Conference Hamilton Airport Conference Centre 13th July 2013 Good and Effective Governance I am going to spend a few moments discussing the role of club committees
More informationTenStep Project Management Process Summary
TenStep Project Management Process Summary Project management refers to the definition and planning, and then the subsequent management, control, and conclusion of a project. It is important to recognize
More informationDeveloping Overarching Kpi for Effective Contract Management Case Study Presented by Ray Carter Director DPSS Consultants
Developing Overarching Kpi for Effective Contract Management Case Study Presented by Ray Carter Director DPSS Consultants 1 Previous Projects 2 Clients Include 3 Introduction 4 Presentation Context Methodology
More informationMid-America Intergovernmental Audit Forum. Selecting an External Auditor. Guide for Making a Sound Decision
Mid-America Intergovernmental Audit Forum Selecting an External Auditor Guide for Making a Sound Decision May 2007 Foreword The benefits of having a high-quality audit of a government's financial statements
More informationISO 9001:2000 What does it mean in the supply chain?
ISO 9001:2000 What does it mean in the supply chain? What is ISO 9001:2000? ISO 9001:2000 is an international standard that gives requirements for an organization s Quality Management System ( QMS ). It
More informationOperational Excellence Methodology Continuous Improvement
Operational Excellence Methodology Continuous Improvement Duvan Luong, Ph.D. Operational Excellence Networks In our everyday life, we all have objectives. Usually, the objectives are associated with obligations
More information8. Keys to effective decision-making
SEC 4 Page 1 of 5 8. Keys to effective decision-making 8.1 Specification of objectives: Effective leaders go through six steps as part of their decision-making process. It s very similar to skiers on a
More informationHOW MILLENNIAL MEN CAN HELP BREAK THE GLASS CEILING
HOW MILLENNIAL MEN CAN HELP BREAK THE GLASS CEILING By Katie Abouzahr, Jenn Garcia-Alonso, Matt Krentz, Michael Tan, and Frances Brooks Taplett Gender diversity has become a top agenda item for companies,
More informationSports Physio UK Run your own clinic
Sports Physio UK Run your own clinic Welcome to I m delighted that you re interested in becoming a Sports Physio UK franchisee. Along with sharing what we have to offer, I d also like to give you some
More informationBookkeeping Guide.
Bookkeeping Guide 020 8582 0076 www.pearlaccountants.com Bookkeeping with Pearl Accountants Bookkeeping isn t the most fun part of running a business it can be time-consuming and can distract you from
More informationHow to Increase with Limited Resources Brand Awareness Tips on increasing Brand Awareness
How to Increase with Limited Resources Brand Awareness Tips on increasing Brand Awareness CONTENT What is Brand Awareness? Why brand awareness is important? Why Your Brand Needs Digital Marketing Strategy
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More information