Session Outcomes

At the end of the session the students will be able to ….At the end of the session the students will be able to ….

P3 : Guided ResponseP3 : Guided Response

Able to react and response in staffing and human resourcing.Able to react and response in staffing and human resourcing.

Outline Selecting and Organizing StaffSelecting and Organizing Staff Directing and Motivating Project StaffDirecting and Motivating Project Staff Technical Supervision for StaffTechnical Supervision for Staff Inspiring, Nurturing and Promoting Inspiring, Nurturing and Promoting

Professional Development Opportunities Professional Development Opportunities for Stafffor Staff

Performance Review of Technical StaffPerformance Review of Technical Staff

INTRODUCTION Selecting staff to work on each project is based on availability and

matching experience with the expertise needed to carry out the scope of services.

Key staffing assignment have already been set in the proposal and contract negotiation process.

SELECTING AND ORGANIZING PROJECT STAFF

Assembles the project staff for a start up meeting. Discuss on the scope of work, services, schedule,

budget and other salient points related to successfully completing the project.

Review the project work plan, hours and fee budget with each staff person working on the project team.

Discuss other project goals (i.e. : s the project a high profile project that will require extra effort? Is the project on a fast-track schedule?)

Make additional staff meeting during the course of work to keep the project on schedule and to communicate with the project staff, keeping them informed of progress.

DIRECTING AND MOTIVATING PROJECT DIRECTING AND MOTIVATING PROJECT STAFFSTAFF

DIRECTING AND MOTIVATING PROJECT STAFF

Selecting the project staff is an easier that directing and motivating staff.

Give consideration to: Be interested in each staff person assigned to the

project. Be personally sensitive to each member of the project

team. Gain respect of each member of the project team. Smile and be friendly.

How to Win Friends and Influence People written by Dale Carnegie in 1930.

TECHNICAL SUPERVISION FOR THE PROJECT STAFF Monitoring the progress of the staff’s work on each

project. In most cases, the project staff will be experienced

with the work at hand. Experienced staff can let PM do more focus on

monitoring cost and schedule while observing that technical requirements are completed.

Inexperience or less experience staff may required closely direct the technical work.

Recommend project staff put in extra research on other similar projects and develop skills needed to complete the work.

Any corrections that have been made by project staff need to be verified that they have been made correctly.

INSPIRING, NURTURING AND PROMOTING PROFESIONAL DEVELOPMENT OPPORTUNITIES FOR STAFF

The personal professional development growth of each individual in the office creates a synergistic effect on the firm as a whole.

Every employee want to be succeed, therefore coaching is one of the most useful method.

Employee should obtain professional development as possible out each project.

Available options for individual professional development;Available options for individual professional development;

1.1. Speaking opportunities for principals, project Speaking opportunities for principals, project managers or marketing staff.managers or marketing staff.

2.2. Submitting projects for awards.Submitting projects for awards.3.3. Training staff session on topics of interest to the Training staff session on topics of interest to the

individual’s and the firm’s needs (individual’s and the firm’s needs (i.e. : computer i.e. : computer software training, time management seminars, software training, time management seminars, irrigation equipment show and-tellsirrigation equipment show and-tells).).

4.4. Supporting memberships in professional organizations.Supporting memberships in professional organizations.5.5. Firm-sponsored classes at universities and colleges.Firm-sponsored classes at universities and colleges.6.6. Opportunities for client contact, especially for junior Opportunities for client contact, especially for junior

staff.staff.7.7. Opportunities to represent the firm at public meetings Opportunities to represent the firm at public meetings

or project interviews.or project interviews.8.8. Speaking engagements.Speaking engagements.9.9. Publication opportunities for articles about the firm’s Publication opportunities for articles about the firm’s

projects.projects.10.10. On-site reconnaissance, especially out-of town travel.On-site reconnaissance, especially out-of town travel.11.11. Represent on commissions, boards, committees and Represent on commissions, boards, committees and

other community service opportunities. other community service opportunities.

PERFORMANCE REVIEWS OF TECHNICAL STAFF’S The PM may be the most qualified person in the

office to assess the performance of the firm’s technical staff.

The PM works with all of the staff and is normally well aware of successful and unsuccessful performance.

Peer review is important for each employee of the firm to establish professional development goals.

Salary increases are normally tied to peer reviews.

Most firm have a set approach and frequency for carrying out performance reviews.

It involves a meeting with the staff person attended by the project manager, a principal and the personnel manager.

Peer ReviewPeer Review

The frequency of peer reviews varies from firm to firm. 6 months are common, but up to a year may also be satisfactory to provide proper direction for technical staff.

PR should be kept upbeat and informal, making the staff person feel as comfortable as possible.

Most firm use a personnel review form that is normally filled out n advance of the peer review meeting.

Peer Review Peer Review (Continue…)(Continue…)

CONCLUSION The initial meeting is

very important for organizing the project staff.

Useful ReadingROGERS, W. (1995). The Professional Practice of Landscape Architecture: A Complete Guide to Starting and Running Your Own Firm. John Wiley & Sons, Inc. Chapter 10, p. 355-360

The Chartered Institute of Building (1996). Code of Practice for Project Management for Construction and Development, 2nd Edition. Addison Wesley Longman Ltd with Englemere Services Ltd. Appendices, p. 114-116