Developing Your Employability Skills

JM pg. 0

’SOFT’SKILLS E&E E-PREP

ENTERPRISE AND EMPLOYABILITY SKILLS CHECKER E-PORTFOLIO

LEARNING OBJECTIVES: Personal Effectiveness & Digital Literacy



About this WB Advanced Enterprise and Employability Challenge

For the purpose of this Challenge there will be a particular focus on teaching, learning and assessment of Numeracy, Digital Literacy, Creativity and Innovation and Personal Effectiveness. This booklet is focussed on helping you carry gather evidence for the “Skills Audit”. Learning Outcomes LO2 and LO4 are particularly relevant for this first part of the “Challenge”.

In the Enterprise and Employability Challenge you will have the opportunity to focus on the preparation for your future career ambitions. This Challenge will help you become more opportunity-focused, self-aware and attuned to the requirements of employers and the business environment.

At the heart of the Challenge is the development of an enterprising mind-set which concentrates on the realisation of how and what holds a person back or releases their potential taking into account factors such as job market application/recruitment procedures, lifestyle expectations and the importance of managing personal finance.

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LO1 Creativity

& Innovation

LO2 Personal

Effectiveness

LO3 Apply Numeracy

L04 Apply Digital

Literacy

L05 Participate

in E&E Challenge


What keeps people from getting where they want to go at work? It’s not usually a lack of technical skills that holds them back, but rather a need to develop social, communication, and personal qualities or what we call “soft skills.”UK and international employers are looking for someone who has excellent “soft skills” especially in a post Brexit world.

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Band 11-3

Band 24-6

Band 37-9

LEARNING OBJECTIVE PEFORMANCE BANDS


What are Soft Skills?The phrase ‘soft skills’ is often used to describe the skills which characterise

relationships with other people, or which are about how you approach life and work.

Others phrases that are often used for these types of skills include: ‘people skills’,

‘interpersonal skills’, ‘social skills’ or ‘transferable skills’.

‘Hard skills’, by contrast, is a phrase usually used to describe job-specific skills. Examples of such skills include professional skills like bricklaying or accountancy, medical expertise such as diagnosis and treatment, or other skills that can be taught and whose presence is testable through exams.

Ironically, for many people, the so-called soft skills are often some of the hardest skills to develop.

Soft skills usually fall into four categories: Personal Effectiveness: personal qualities like feeling good about yourself and your work, being responsible, time management, being polite, setting goals, and being motivated to do a good job. Communication Skills: communication skills include the ability to speak well, listen well, give and understand instructions, and communicate in ways appropriate to the situation and audience. Teamwork Skills: teamwork skills are those needed to work well with others, to participate as a member of a team, and to resolve conflicts maturely. Creativity and Innovation: generation of effective concepts, resourcefulness, inspiring others, exploring new options/opportunities, and reflecting on process and outcome.

MORE ABOUT THESE LATER.

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Personal qualities are how you behave or what your personality is like. Personal qualities are important in all jobs and are one of the key things an employer looks for when recruiting.

Some examples of personal qualities are: Feeling good about yourself and your work

Having a good attitude

Being honest

Having determination

Being independent

Being friendly to other staff and customers

Using your creativity

Working hard

Being loyal to your organization or company

Taking initiative

Get StartedEveryone has different personal qualities. That’s what makes us unique.Employers want to know that you have certain personal qualities like the ability to get along with others or that you are honest and trust worthy.

Your Turn!

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MY PERSONAL QUALITIES


Read the different scenarios on the next few pages and then determine whatskills and personal qualities the person has for the job. The first one is done for you. You can fill in your personal profile on the last one.

Michael is a builder. He has moved to Carmarthen from a small community and is now looking for a job. He sees a job advertised in the local press for a Carpenter’s Assistant. He wants to apply.

Michael’s Personal ProfileHe is strong, healthy and good at physical work. He can use a range of different tools and maintain them in good condition. He knows how to dig trenches, safely put up scaffolding and mix and pour concrete. He can prepareand clean wall surfaces for painters. He is reliable, can follow instructions and work at a good pace. He works well with other people and enjoys working outside.

What skills and personal qualities should Michael put in his CV or resume?

Listed below are Michael’s skills and personal qualities. You can see that Michael has many personal qualities that make him a good employee and good worker.

SKILLS PERSONAL QUALITIES

use and maintain toolsdig trencheserect scaffoldingmix and pour concreteprepare surfaces for paintersfollow instructions

good at physical workworks well with other people (a team player)enjoys working outsidecan follow instructionsreliablecan work at a good pace

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Michael


ambitious

Siaron worked as a Senior Nurse at the Heath Hospital, Cardiff for twelve years. She had considerable training in the health field for this specific job. She has recently moved to Cross Hands would like to continue working in nursing management. She has applied for a leadership role at Morriston Hospital.

Siaron’s Personal ProfileShe has experience leading and managing nursing staff in at least two hospitals. She is able to oversee teams of nurses and medical staff. She is an expert in her field of nursing and regularly trains both new and experienced colleagues. She has excellent communication and leadership skills. Recently, Siaron has acquired a higher degree in health and business administration. Siaron is very caring and sensitive to the needs of others. She is hard working, a team player and always punctual.

What skills and personal qualities should Siaron put in her resume?SKILLS PERSONAL QUALITIES

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Siaron


Iestyn is an IT Technical Architect and has a degree in Computer Science. He has worked, on a freelance consultant for several large multi-national companies since graduating from Newcastle University in 2007. Having acquired significant experience designing and integrating secure software systems for both the government and private companies he has decided to apply for a new challenge with a leading employer.

Iestyn’s Personal ProfileIestyn is highly organised and creative. He has extremely good team working skills and terrific client service skills. Iestyn is meticulous and always works to deadlines. He is reliable, articulate and is able to think laterally. One of his most prize attributes is the ability to explain complex matters clearly. Respected colleagues consider him inspirational, resourceful and resilient.What skills and personal qualities should Iestyn put in his resume?SKILLS PERSONAL QUALITIES

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Iestyn


YOUR PERSONAL PROFILEYour Personal Profile

What skills and personal qualities can you put in your resume?SKILLS PERSONAL QUALITIES

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Your Personal QualitiesThe following checklist has been developed to help you evaluate personal qualities, which might be significant to an employer.

Your Turn! Choose those qualities that you feel apply to you.

____ Friendly: Do you work well with others? Have you served on committees at school? At work? In the community?

____ Hard worker: Do you work hard at your job or at school? Do you put your best foot forward at all times?

____ Collaborative: Do you always do your part in a team assignment? Do you often volunteer to help?

____ Decisive: Are you able to make clear-cut decisions under pressure?

____ Trustworthy/Discrete: Are you able to keep a secret? Do you guard confidential material carefully? Do you respect other people’s right to privacy?

____ Efficient: Do you plan your time well? Do you consciously try to meet deadlines?

____ Enthusiastic: Are you interested in your work? Or studies? Have you ever done extra work because of your interest?

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____ Honest: Do you tell the truth? Do you share the praise with others? Do you accept responsibility for your own learning, for instance?

____ Self-starter: Do you take the initiative? Do you see what needs to be done and do it without being told?

____ Open-minded: Are you able to accept other people’s ideas? Do you adapt?

------- Orderly: Do you keep things where they belong? Do you have a tendency for arranging things in a logical way?

____ Patient: Can you keep your temper? Are you able to train other students calmly even when you have to explain some things over and over again?

____ Punctual: Do you consistently arrive on time?

____ Sympathetic: Do you try to understand the problems of others? Do people confide in you often? Do you help them?

____ Team-player: Do you work well with others? Can you work as part of a team to get the job done?

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What is Personal Development?Personal development is a lifelong process. It’s a way for people to assess their skills and qualities, consider their aims in life and set goals in order to realise and maximise their potential.

Find more at: http://www.skillsyouneed.com/ps/personal-development.html#ixzz44xtBnX6w

A Theory of Personal DevelopmentThere are many ideas surrounding personal development, one of which is detailed below - Abraham Maslow's process of Self Actualisation.

Self ActualisationMaslow (1970) suggests that all individuals have an in-built need for personal development which occurs through the process called self-actualisation.

The extent to which people are able to develop depends on certain needs being met and these needs form a hierarchy. Only when one level of need is satisfied can a higher one be developed. As change occurs throughout life, however, the level of need motivating someone’s behaviour at any one time will also change.

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http://www.skillsyouneed.com/ps/personal-development.html#ixzz44xtBnX6w


At the bottom of the hierarchy are the basic physiological needs for food, drink, sex and sleep, i.e., the basics for survival.

Second are the needs for safety and security in both the physical and economic sense.

Thirdly, progression can be made to satisfying the need for love and belonging. The fourth level refers to meeting the need for self-esteem and self-worth. This is

the level most closely related to ‘self-empowerment’. The fifth level relates to the need to understand. This level includes more abstract

ideas such as curiosity and the search for meaning or purpose and a deeper understanding.

The sixth relates to aesthetic needs of beauty, symmetry and order. At the top of Maslow’s hierarchy, is the need for self-actualisation. Maslow (1970, p.383) says that all individuals have the need to see themselves as competent and autonomous, also that every person has limitless room for growth.

Self-actualisation refers to the desire that everybody has ‘to become everything that they are capable of becoming’. In other words, it refers to self-fulfilment and the need to reach full potential as a unique human being.

Practical Steps to Personal DevelopmentPractical steps can be taken to enhance personal development, including:

Organising your time. Producing a personal CV or résumé. Undertaking a skills appraisal. Looking at your transferable skills. Overcoming barriers to learning a new skill.

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What are the Most Important Soft Skills?It’s hard to judge which soft skills are most important, but this list is broadly what

employers mean when they talk about good soft skills and the skills which are most

likely to enable you to build constructive working relationships with others, or to be a

constructive and helpful employee.

1. Time Management and ability to work under pressure

Many would say that these two skills, which often go hand-in-hand, are more an attitude than a skill. However, they can also be developed and honed, which is why we include them as skills. Highly valued by employers, they are also very useful for organising a family or a team, and for making sure that the job gets done.

2. Communication Skills

Communication skills are always top of the ‘essential skills’ list in any job advertisement. People with strong communication skills can build relationships (from the initial building rapport through to a longer-term relationship), listen well, and vary their communication to suit the circumstances.

If you spend time on nothing else, work on your communication skills.

3. Making Decisions

Valued by employers for many reasons, being able to make decisions is key to getting on in life. Sometimes the actual decision doesn’t even matter; what matters is that you have made one and moved on.

4. Self - Motivation

People who are self-motivated get on by themselves. They don’t need close supervision and they are good to work with because they are generally positive about life and can be counted upon to keep going. It also helps to work on your personal resilience and adaptability to change.

5. Leadership Skills

These are the set of soft skills that we least expect someone to develop by themselves. There are many leadership training courses available and much has been written about how to develop your leadership skills.

Our leadership skills pages describe many of the skills needed for effective leadership and how to develop your leadership style.

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6. Team-Working Skills

Like leadership skills, there are many training courses to teach you how to work well in a team. However, there is also plenty of thinking to suggest that good communication skills, particularly good listening skills, together with an ability to build rapport will go a long way to support your ability to work well in a team.

7. Creativity and Problem Solving Skills

Creativity and problem-solving skills are highly valued because they are hard to develop. There are many people who believe that creative thinkers are born, not made, and there are certainly some people who find these skills much easier. But, like other skills, you can develop them if you work to do so and our pages on these topics will give you some ideas about how to do this.

Let’s look at how you currently manage your time.

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Breaking bad habits: what do you need to change?Good time management isn’t a personality trait – it’s a set of good habits. Identify your bad habits and work out how to change them. Working in pairs:

• Write the things that stop you from managing time effectively in the left-hand column – leave the other column empty for now

• Choose one thing to share with your partner. Discuss possible ways to overcome or avoid this problem. Add anything that you think will be useful to the right-hand column.

• Share this with the rest of the group. If you hear other strategies that are appropriate for you, add them to your worksheet.

What do I need to change? How could I do things differently?

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Making a weekly timetableIf you are taking a taught course, you probably already have a timetable of lecture, seminar or tutorial, and lab times. (If not, you can download a blank timetable grid in Word here.) Work around these, and add any other fixed commitments like paid work, or regular sports events. Decide which of the times you have left are going to be study periods.

A tip that really works is to think about when you work best. If your brain doesn't work so well after lunch, it won't be helpful to plan most of your study periods for the afternoon. Book in some time to ‘not study' in your worst time for thinking, and use it for doing emails, chores, exercising etc.

The number of study periods you need to include will depend on your course - if it's mostly independent study, you will need to book in more periods than if you're working in the lab most days. As a guide, universities generally say that you should consider full-time study as if it were a full-time job with flexible hours – about 30-35 hours study a week, including your lectures etc. It's more important to keep a tally of the number of hours you study than it is to stick to a Monday-Friday 9-5 routine. That means if you work best in the middle of the night, you might want to sometimes work then and sleep in - providing it's not the night before a 9am lecture, and you don't make it into a habit.

Once you’ve worked out your regular study periods, it’s a good idea to book in some ‘overspill’ time for especially heavy weeks. These are periods which you use for study only if you need them – they might include more evening and weekend times.

Setting study periods in advance has three advantages. It means not wasting time on deciding whether to work today or not. It makes it more likely that the time you spend studying will be effective, if you can plan to work at your best times. Above all, it reminds you that you shouldn’t be studying all the time – you need time to relax in order to let your brain process new information.

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Week planner grid Fill in existing commitments (lessons, tutorials, part-time paid work, regular sports activities etc). Identify your best times for study and book yourself time to study. Keep somewhere you can see it as a constant reminder!

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY

MORNING

AFTERNOON

EVENING

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WB SELF-PLANNER

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Making a ‘Controlled’ timelineMost GCE and WB coursework assignments are completed over a relatively short time. Dissertations and major projects are likely to be more spread out, perhaps even over more than a year. It's easy to keep telling yourself that there's plenty of time, right up to the moment when you realise that there isn't!

To plan a project timetable, you first need to decide on the tasks needed to complete the project. Then build them around any fixed deadlines (e.g. presentations on proposals or early results, draft chapters, final deadline etc).

A sample project plan might look like this:

Start background research

Attend Task (Controlled) Briefings

Get e-portfolio building skills

Plan e-portfolio structure

End May

Presentation on proposal ready for - 30 June

Complete background research and decide on themes and methods End Aug

Gather information Sept – Nov

Draft chapter to show to supervisor for - 14 Dec

Finish first draft End February

Edit/write final draft End March

Proof read, bind and submit for - 15 April

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The number one skill that employers globally are seeking is good communication skills. In Wales, if we are to successfully re-balance our economy so that it generates well paid jobs, are key employee pre-requisite will be the quality of its speaking, listening and writing skills.

We all need to learn to communicate effectively, with our families, friends, atwork and in the community. When we speak clearly and listen to others we are able to get our message across in a way that people understand.

One definition for communication skills is below:

A robust set of communication skills empowers you to conveyinformation so that it is received and understood. Communication skillsrefer to speaking, listening, writing, presenting, and body language.

So how do you measure up?

Go through the activities in this section to rate your communication skills and learn ways to improve them.

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CAREER DEVELOPMENTCOMMUNICATION SKILLS


Test Your Communication SkillsYour Turn!I rather like this activity chart because it is ‘user-friendly’, purposeful and focussed. It is used to help people improve their skills sets across many provinces in Canada, one of the best performing economies globally. Fill in the chart below and tally up your communication score at the end. Enjoy!

OFTEN SOMETIMES NEVER1. I can detect the mood of others by looking at them when we talk.2. I can tell when someone doesn’t understand what I am saying.3. I am able to discuss issues without getting too emotional.4. I find it easy to appreciate someone else’s point of view.5. When talking to people, I pay attention to their body language.6. When I am angry, I admit it.7. I express my ideas clearly.8.I change the way I talk depending on who I’m speaking to.9. I express my opinions even if most others do not agree.11.When I know what someone is going to say I finish the sentence for them.12. I have difficulty putting my thoughts into words.13. I fidget while listening to someone talk.14. People frequently don’t understand what I am talking about.

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15. I find it hard to express my feelings to others.16. People tend to misinterpret what I meant to say.17. I have to repeat myself often because I did not make it clear from the outset what I was saying.18. I find it difficult to understandsomeone when they have a different point of view from mine.19. If I have something relevant to add, I'll interrupt someone to make certain my views are heard.20.When other people become emotional around me, I’m not sure how to react.21. If I find a conversation boring, I’ll let my mind drift away.22. I will stop a speaker in mid-sentence if I disagree with a statement he or she has made.23. People complain that I don't appear to be listening when they speak to me.24. I tend to do most of the talking in conversations.25. I find myself struggling to find the appropriate words to express myself.Feedback Notes:

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CALCULATE YOUR SCORE

Questions 1 - 103 points for Often ____________2 points for Sometimes____________0 points for Never _______________Total A _______________

Questions 11- 250 points for Often _____________2 points for Sometimes_____________3 points for Never _____________

Total B ________________

Total A ________________ plus Total B _____________ = ____________

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50 - 75: You are an excellent communicator!

25 - 50: You have fairly good communication skills but still need some help.

0-25: You need some help with your communication skills!

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It is important to communicate well. You often send messages throughyour tone of voice, facial expressions or body language.

Your Turn!Read the following workplace situations and write down what you think are the possible messages that are being sent.22

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2833.1K

1. A customer approaches the payment desk where you are standing. You greet the customer by smiling and saying, “Good morning.” The customer does not look at you or respond to your greeting.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_________________________________________

2. As you approach a table of two in your restaurant, you notice one of thecustomers looking at his watch. His movements appear hurried and he istalking very quickly.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_________________________________________

3. You greet your line manager on arrival at work and he/she smiles back at you.

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Non-verbal Communication


_____________________________________________________________________

_____________________________________________________________________

________________________________________________

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4. You come in late again for work and you say hello to your line manager/employer. He grunts a quick greeting and then returns to his work.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_________________________________________

5. You forgot to shut down a secure computer system at work. A member of the team arrives and carries out the procedure smiles and shrugs her shoulders.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_________________________________________

6. Two clients are talking rather loudly and making lewd observations about staff in the clinic’s waiting room. You are the senior manager on duty.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_________________________________________

In small groups or pairs, discuss and evaluate your observations of each of the above

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scenarios. What would you do differently or better?

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Workers in any job situation need to have good communication skills. You may be working with the public or working on a team to get a project done. You need to be able both to listen and communicate your ideas so that you, colleagues and others, especially clients/patients/customers etc…..are satisfied. Sometimes good communication skills can mean life and death depending on what you are communicating!

Your Turn!

Read each scenario and each statement. Decide if each statement shows good or poor communication skills. If you identify that the statement uses poorcommunication skills, write a statement that would improve it.

1. Your co-worker politely asks you to help put right an incorrect order with a major supplier that another colleague made. You return to your own tasks, making the following statement:

“It’s not my fault this error made and I can’t help sort this out now anyway because I don’t have time.”

GOOD COMMUNICATION SKILLS

POOR COMMUNICATION SKILLS

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Communication at

Work


2. You are trying to explain where the Board Room is located to a newly hiredemployee who does not understand English well. You show him by pointingwith your right hand as you say very loudly:

“You have to turn right at the end of the hall.”



3.A customer is checking in at the hotel where you work part-time. You pass her a form to fill out and say:

“Please fill in the top part of the form, dear.”



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4. As a client is leaving your store you say the following with a smile and wave:

“Thank you for coming in and I hope to see you again.”



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Assertive, Passive, or Aggressive?There are three common ways that people respond to difficult situations.

1. Assertive behaviour is described as the ability to stand up for your rightsin a way that does not hurt the rights of others. Being assertive is theability to communicate your opinions, needs and ideas in a confident anddirect way.

2. Passive behaviour is when you don’t stand up for your rights. You don’texpress your feelings and opinions. You apologise for things that are notyour fault and you avoid conflict at all costs.

3. Aggressive behaviour is when you don’t respect the rights of others. Younever apologise and you don’t listen to other opinions. You are alwaysright and you respond quickly to situations where you feel you have beenwronged. You blame others.

What do these behaviours look like?Here are some common scenarios, with examples of each style of behaviour.

Scenario A: Someone cuts in front of you at the supermarket.

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PERSONAL EFFECTIVENESS 2: Demonstrating appropriate behaviours in employment


Aggressive response: You assume they did it on purpose and youangrily say, “Get back in the queue!”

Passive response: You let the person stay in front of you.

Assertive response: You assume that they may not have seen you inline, and politely say, “Excuse me, but I was in front of you.”

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Scenario B: Your best friend, who talks a lot, calls to vent about her/his badday. Unfortunately, you have a lot of work to do and don’t have timeto talk.

Aggressive response: You become angry that she/he obviously doesn’trespect your time, cut her/him off, and sarcastically say, “Oh, get over it! I have my own problems!”

Passive response: You let her/him talk for as long as she/he needs, and decide that your deadline can suffer; she/he needs your time and support.

Assertive response: You listen for a minute or two, then compassionately say, “Oh….it sounds like you’re having a challenging day! I would like to listen and talk you about it, but I don’t have the time right now. Can we meet up later ?”Your Turn!Read each statement and decide if the behaviour is aggressive, passive orassertive.

1. Someone mistakenly cuts Erin off in traffic and she screams abusively and makes rude hand gestures at them.

2. Ethan thinks the cashier at the newspaper shop didn’t give him correct change. Ethan walks away with £2.00 less than he thinks he should have.

3. Jack’s best friend Kyle borrowed his shirt last month. Jack has asked him repeatedly to give the shirt back, but Kyle keeps forgetting. Jack calls Kyle and offers to call at his house to get the shirt.

4. John is at a friend’s house with a group and they all want to see a horror movie. John doesn’t like horror movies, but he doesn’t want to upset his friends. He stays and watches the movie, even though it scares him.

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5. Elin and Michael have been good friends for a while and usually go out to eat on Saturday nights. Michael always asks Elin which restaurant she’d like to eat at, and she always says, “Wherever you’d like to go is fine with me.”

Answers:

1. Aggressive2. Passive3. Assertive4. Passive5. Passive

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Your Turn!Get the idea? Now it is your turn.

Read the two scenarios below and write what an aggressive, passive and assertive response would be.

Scenario A: Your colleague in the office always asks to borrow a 50 pence at luncheach week, but he rarely pays you back. You are beginning to resent him.

Aggressive response:

Passive response:

Assertive response:

Scenario B

You are going to a party with your friends but you know that the person who is driving the car has exceeded the limit.


Passive response:

Assertive response:

Work in pairs and compose a third scenario and discuss this with the rest of your group.

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Scenario C


Passive response:

Assertive response:

Why Have Good Relationships?Human beings are naturally social creatures – we crave friendship and positive interactions, just as we do food and water. So it makes sense that the better our relationships are at work, the happier and more productive we're going to be.

Good working relationships give us several other benefits: our work is more enjoyable when we have good relationships with those around us. Also, people are more likely to go along with changes that we want to implement, and we're more innovative and creative.

What's more, good relationships give us freedom: instead of spending time and energy overcoming the problems associated with negative relationships, we can, instead, focus on opportunities.

Good relationships are also often necessary if we hope to develop our careers. After all, if your boss doesn't trust you, it's unlikely that he or she will consider you when a new position opens up. Overall, we all want to work with people we're on good terms with.

We also need good working relationships with others in our professional circle. Customers, suppliers, and key stakeholders are all essential to our success. So, it's important to build and maintain good relations with these people.

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WORKING RELATIONSHIPS – Effective Team Playing


Defining a Good RelationshipThere are several characteristics that make up good, healthy working relationships:

Trust – This is the foundation of every good relationship. When you trust your team and colleagues, you form a powerful bond that helps you work and communicate more effectively. If you trust the people you work with, you can be open and honest in your thoughts and actions, and you don't have to waste time and energy "watching your back."

Mutual Respect – When you respect the people that you work with, you value their input and ideas, and they value yours. Working together, you can develop solutions based on your collective insight, wisdom and creativity.

Mindfulness – This means taking responsibility for your words and actions. Those who are mindful are careful and attend to what they say, and they don't let their own negative emotions impact the people around them.

Welcoming Diversity – People with good relationships not only accept diverse people and opinions, but they welcome them. For instance, when your friends and colleagues offer different opinions from yours, you take the time to consider what they have to say, and factor their insights into your decision-making.

Open Communication – We communicate all day, whether we're sending emails and IMs, or meeting face-to-face. The better and more effectively you communicate with those

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around you, the richer your relationships will be. All good relationships depend on open, honest communication.

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Here are some ideas on both positive and negative behaviours associated effective working relationships. (+ indicates a positive behaviour and – a negative behaviour):

Teamwork + Who brings other people into the discussion + Who encourages other people’s contributions + Who builds on and adapts others ideas + Who appropriately challenges people’s views + Who volunteers to keep track of the time / take notes - Who talks too much - Who is insensitive to the feeling of others.

Influence + Who helps shape the discussion and takes charge + Who keeps the discussion on track + Who ensures that everyone understands the objectives + Whose points are accepted - Whose arguments are ignored.

Communication + Who listens before contributing + Who contributes consistently throughout the discussion + Who is clear and concise throughout the discussion - Who is very dominant – interrupting others contributions - Who does NO talking at all.

Extension ActivityUse the link below to access the quiz on ’How Good Are Your People Skills’.

https://www.mindtools.com/pages/article/newTMM_36.htm Record the findings in your digital folder.

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Qualities of Effective Team PlayersWhat are some qualities of an effective team player? For example: friendly,cooperative, industrious, optimism, enthusiasm, focus.

Your Turn! Work with a partner and brainstorm as many qualities as you canthink of.

Compare your findings with the suggestions on the next page about the qualities of an effective team player.

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Top Ten Qualities of an Effective Team Player

1. ReliableGood team members are reliable and consistent.

2. Good CommunicatorGood team members express their thoughts and ideas clearly, directly,honestly, and with respect for others and for the work of the team.

3. Good ListenerGood listeners are essential for teams to function effectively. Teams needteam players who can absorb, understand, and consider ideas and pointsof view from other people without debating and arguing every point.

4. EngagedGood team players are active participants. They come prepared for teammeetings and listen and speak up in discussions. They're fully engaged inthe work of the team and do not sit passively on the side lines.

5. Shares their IdeasGood team players share their ideas. They're willing to share information,knowledge, and experience.

6. CooperatesCooperation is the act of working with others and acting together to getthe job done. Good team players figure out ways to work together to solveproblems and get work done.

7.FlexibleGood team players roll with the punches; they adapt to ever-changingsituations.

8. Good Problem SolverGood team members can come up with solutions that will work for everyone.They're problem-solvers, not problem-dwellers, problem-blamers, or

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problem-avoiders.

9.Supportive of OthersTeam players treat fellow team members with courtesy and consideration —not just some of the time but consistently.

10. LeadershipEvery team needs someone to lead the discussion and make sure everyone isheard and everyone’s opinion is considered.

Your Turn!Fill in the chart below to evaluate your skill in working with others.

I can... Yes

Somewhat No

Work co-operatively with a partner or team to complete tasks.Coordinate my work with my students to complete group projects.Complete my assigned work on time so that course deadlines are met.Complete my fair share of tasks when working with a partner or team.Follow directions from my partner or team members as required.Give directions to my partner or team members as required.Participate in making group decisions by contributing my ideas and suggestions.Contribute to making decisions co-operatively and settling differences respectfully.Improve my work based on

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Evaluating My Collaborative Competencies


suggestions and advice I receive from my partner or other team members.

Notes

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Look at the “Yes” columns in Section 1 to identify your strengths, and recordthem below. Look at the “Somewhat” and/or “No” columns in Section 1 toidentify the areas that you need to develop or strengthen, and record thembelow.

STRENGTHS

1.

2.

3.

AREAS FOR IMPROVEMENT

1.

2.

3.

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Trying to explain this is not easy. Here is a definition I found from an Austrian perspective:Consensus (from Latin consentire = agree) is an agreement resulting from a negotiating process. Consensus presupposes that all members of a group agree to a result without (concealed or open) opposition, and that they all see this result as a gain/as positive, without frustration or disappointment. In the search for a consensus not only standpoints, but also the interests and needs behind these are examined. Only if all the participants understand each other‘s interests and needs can they revise their standpoints and thus become open for new options. The advantage of the consensus approach is that every single voice must be listened to. In many cases, though, this approach requires time-consuming discussions – and individual participants can stymie the process.

A Compromise is an agreement reached by each side waiving some of its demands. In some circumstances a compromise may be the preferred solution, e.g. if time and money are in short supply. If the problem in question has been thrashed out to a point where all the participants agree to a joint decision, and are able and willing to give objective reasons for and justify it, even if some measure of dissent remains, this can legitimately be called a “fair and reasonable compromise”. On the other hand, if the compromise adopted results from one side giving way – frequently after prolonged conflict or in the case of unequal opponents – it will turn out to be an “uneasy compromise”, that usually soon breaks down.

Consensus or compromise decisions are feasible only if the participants examine others‘ interests and needs without prejudice (“looking behind conflicting standpoints”). This presupposes that the participants are able and willing to recognize other people‘s (including their opponents‘) points of view as justified and to understand these. This can lead to the people involved in a conflict seeing themselves no longer as opponents, but as ensnared in a shared dilemma that can be resolved only by joint efforts.Consensus and compromise decisions:

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The Art of Consensus and Compromise


Pro > Different opinions and preferences can be taken into account > Both/and and if/then decisions (as opposed to yes/no and either/or decisions) are possible > The subject matter can be extended and extra time can be taken > Striking a bargain to balance conflicting interests consolidates democracy

Contra > The approach works only if the participants have the social and cognitive skills needed for discourse and are capable of adopting a perspective other than their own > The preparatory phase consumes a lot of resources

Well, that is a little bit complex. But in the world of employment, in simple terms, it is always best to try and work within parameters

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that get the best out of people and the best for the organisation. This is quite a difficult thing to do because it involves people working together around a set of common goals and objectives. Here than be controversies and real disagreements. This is where good leadership comes into play. As you are discovering life is a lot about making comprises around the right choices. This, on occasion, sadly is not always possible.BEING MORE EFFECTIVE:

Useful websitesThe links in the table that follows will certainly improve the breadth and depth of your e-portfolio if explored.

Effeithiolrwydd Personol / Personal EffectivenessYmrwymiad i ddysgu a hunanwella

Commitment to learning and self-improvement

All of the resources at the link below can be adapted to all three levels: http://www.skillsyouneed.com/ps/personal-development.html

Starts off with Maslow – (this part not for level 1) Practical Steps to Personal Development Practical steps can be taken to enhance personal development,

including: Organising your time. Producing a personal CV or résumé. Undertaking a skills appraisal. Looking at your transferable skills. Overcoming barriers to learning a new skill

Find more at: http://www.skillsyouneed.com/ps/personaldevelopment.html#ixzz3Qfzl71Xr

All of the resources at the link below can be adapted to all three levels:http://www.microsoft.com/enus/education/trainingandevents/education-competencies/personal_learning_and_development.aspx#fbid=i-Sxyy9SEcg

Practical Steps to Personal Development Practical steps can be taken to enhance personal development,

including: Organising your time. Producing a personal CV or résumé. Undertaking a skills appraisal. Looking at your transferable skills. Overcoming barriers to learning a new skill.

Find more at: http://www.skillsyouneed.com/ps/personal-development.html#ixzz3Qfzl71Xr

A simple table showing competency levels (1-4) for personal developmenthttp://www.north-ayrshire.gov.uk/Documents/CorporateServices/HR/

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http://www.north-ayrshire.gov.uk/Documents/CorporateServices/HR/CBRExtract-SD.pdf

http://www.skillsyouneed.com/ps/personal-development.html#ixzz3Qfzl71Xr

http://www.skillsyouneed.com/ps/personal-development.html#ixzz3Qfzl71Xr

http://www.microsoft.com/enus/education/trainingandevents/education-competencies/personal_learning_and_development.aspx#fbid=i-Sxyy9SEcg

http://www.microsoft.com/enus/education/trainingandevents/education-competencies/personal_learning_and_development.aspx#fbid=i-Sxyy9SEcg

http://www.skillsyouneed.com/ps/personaldevelopment.html#ixzz3Qfzl71Xr

http://www.skillsyouneed.com/ps/personaldevelopment.html#ixzz3Qfzl71Xr

http://www.skillsyouneed.com/ps/personal-development.html


CBRExtract-SD.pdf

Awdit sgiliau

Skills Audit

Rheoli amser

Time management

Level 3 BUT this is can be easily adapted for any level/subject. Page 3, in particular is useful as it is about personal effectiveness. Word document sent as attachment called – Skills audit personal effectiveness.www.sheffield.ac.uk/polopoly_fs/1.../file/self-assessed- skills - audit .doc

General resource on how to manage your time effectively. http://www.kent.ac.uk/careers/sk/time.htm

General resource for time management. Includes link to produce free time table. http://collegelife.about.com/od/academiclife/a/timemanagement.htm

Templates for time management. https://www.twu.ca/life/wellness/learningresources/academic-coaching-and-study-skills/templates/

Tips on time management. http://www.studygs.net/timman.htm

Good definition of ‘resource’http://www.businessdictionary.com/definition/resource.html

Money management http://www.birmingham.ac.uk/undergraduate/support/moneyadvice/resources.aspx

Money management – all levelshttps://www.moneyadviceservice.org.uk/en/articles/beginners-guide-to-managing-your-money

Cydberthnasau gwaith:

Working relationships

Resource about understanding the team formation http://www.mindtools.com/pages/article/newLDR_86.htm

Belin test to find personality traits for group work http://www.belbin.com/

Document on positive working relationships. Also has links for time management, problem solving, goal setting and prioritizing. http://www.mindtools.com/pages/article/good-relationships.htm

Resource about understanding the team formation. http://www.mindtools.com/pages/article/newLDR_86.htm

Document on positive working relationships. Also has links for time management, problem solving, goal setting and prioritizing. http://www.mindtools.com/pages/article/good-relationships.htm

Targedau ‘SMART’

Looks at student activities for setting their own SMART targets http://www.edutopia.org/blog/smart-goal-setting-with-students-maurice-elias Ppt on SMART targets – could be a useful tool for all levels – will need adapting to suit

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http://www.mindtools.com/pages/article/good-relationships.htm

http://www.mindtools.com/pages/article/newLDR_86.htm

http://www.mindtools.com/pages/article/good-relationships.htm

http://www.belbin.com/

http://www.mindtools.com/pages/article/newLDR_86.htm

http://www.studygs.net/timman.htm

http://www.north-ayrshire.gov.uk/Documents/CorporateServices/HR/CBRExtract-SD.pdf


SMART Targets

Level 2http://franklindistrict.vt-s.net/Pages/FranklinDistrict_WebDocs/DESEeval/smart%20goals.pdf Quite detailed – Is level 3, but could be adapted for level 2http://www.gla.ac.uk/services/humanresources/all/pay/pdr/pdr_ref_guide/reviewmeeting/objectivesettingperformancestandards/ Good SMART goal questionnaire – can be adapted for all levelshttp://www.hr.virginia.edu/uploads/documents/media/Writing_SMART_Goals.pdf Level 3http://www.smartinsights.com/goal-setting-evaluation/goals-kpis/define-smart-marketing-objectives/

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TRANSFERABLE SKILLS CASE STUDYTransferable Skills Career Quiz – Question You want a job as an IT business analyst. But, to date, your prior experience has been working as an administrative assistant and then an office manager. You want to show the new employer that you have the basic skills to take on IT business analyst responsibilities. Come up with 10 transferable skills to help get you the IT business analyst job.

My list of possible answers below. Remember…please don’t peek yet. Try to come up with them yourself. You may find ones I never though.

Possible transferable skills for an office a manager wanting a job as an IT business analyst:

Regularly works with staff and senior executives to assess office systems performance (automated and non-automated) and come up with potential business process improvements.

Oversees implementation of all approved business process improvement projects.

Liaisons to the IT systems group to represent user needs during automated system upgrades and new development.

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Created organizational charts reflecting responsibilities of each group and staff member.

Worked with IT developers to help redesign the user interface to OFFSYS, the company office administration program.

Handles inter-office communications, including writing and transmitting bulletins, updates and monthly progress reports.

Tracks and monitors deadlines for office projects and deliverables. Works with vendors to assure timely and cost-effective completion of contracts. Prepares written documents for Board meetings using Microsoft Word and

PowerPoint. Coordinates all official office communication to and from Board members. Manages office administration staff deadlines and productivity standards. Skilled at Microsoft Word, PowerPoint and Excel; familiar with Microsoft Project

Manager and Visio.

Those are just some possibilities, depending on what you’ve actually done in your prior jobs. Of course, if you haven’t done it, this is not the time to make it up!

Jeff Moses

September 2016

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Developing Your Employability Skills

Education

Transcript of Developing Your Employability Skills