APMP – The Arras Study Group
Posted on | September 2, 2010 | Author: | GaryH | No Comments
Well, after several weeks in the classroom my fellow Arras colleagues and I have finally been released into the wild from the safe haven of our fortnightly Study Group. The majority of us are due to actually sit the exam in November with one exception in September (good luck, Mick!) but as a group we have now completed the syllabus – now to the revision!
Over the last few weeks we have been aligning ourselves with the APM’s worldview of project management by learning and re-assimilating all sorts of subjects such as Governance, Project Planning, Requirements Management and the dreaded Earned Value Management! I say dreaded because from a personal perspective the only exposure I have had to EVM previously was a 45 minute seminar I attended a couple of years ago, and I have to say at the time I found it all rather confusing. Now I’ve actually sat down and learnt how the techniques work in a practical setting though, I have to say I’m feeling much more confident (I’ll probably regret saying that when it comes to exam time now).
Our final session today focused on the people aspects of project management, which in the real world I have found to be one of the most, if not the most important aspects of the profession. We learned an extensive amount about self assessment techniques such as Belbin and Maslow and it got me thinking, how does this work in a real live project recruitment scenario? When searching for candidates for different types of roles one of the major factors we here at Arras consider is how a candidate’s personality would fit in at our clients’ organisation. This is something we pride ourselves on and regularly spend up to an hour vetting candidates in an interview situation to make sure they are a good fit for the post. Using Belbin’s model for example, a good quality Technical IT Project Manager would need to have a combination of attributes, but I imagine that ‘Implementer’, ‘Completer Finisher’, ‘Shaper’ and even elements of the ‘Plant’ dynamic would be evident. A Project Support Officer on the other hand might need to be more of a ‘Monitor Evaluator’, ‘Coordinator’ and ‘Team Worker’.
Interesting stuff anyway and something I’ll certainly be considering in the future when speaking to candidates.
Right, back to the revision…
Tags: APMP > Arras People > Belbin > Earned Value Management > Gary Holmes > project management certifications
Project Management Recruitment Ideas – Strength Based Interviews
Posted on | September 1, 2010 | Author: | lindsayascott | No Comments
In this Project Management Recruitment Ideas, I’m going to cover a new kind of interview technique – the strength based approach. In an article in this month’s Recruiter, the strength based approach covers an interview technique that some organisations are turning to as they turn away from the “competency based” approach. Many of you will be familiar with the competency based approach – the kind of interview where the same question can be asked of any candidate regardless of their previous experience, allowing organisations to make a comparisons across a shortlist of people. We covered this in a previous Project Management Recruitment Ideas.
What Do I Need to Know About Strength Based Interviews?
The strength based approach is the exact opposite to competency based interviews and “aims to assess and recruit people based on their natural skills and abilities”. The idea is that an employer can “distinguish between what people can do and what people love to do”
The strength based interviews consist of rapid fire questions that go beyond just work based examples (which is the competency approach). The approach, which will include questions designed to bring out the interviewees personality may sound like a nightmare to some people but is it really just another new fangled approach to something which ain’t broke?
The strength based approach consists of about fifty questions – asked and answered quickly – so there is limited time to probe answers. Early adopters of the approach however will still rely on competency based interviews for subsequent interviews; only using the strength based as a quick sort for a long shortlist (yes, an oxymoron I know!)
Feedback from early adopters have also shown that strength based interviewing is only really useful for graduate recruitment and entry level roles – so as a project management candidate you can probably breathe a sigh of relief that this technique will never be “used on you”.
The strength based approach would be pretty useless for the project management industry – apart from of course the areas which are designed to determined personality and cultural fit. The quick fire questions – some of which include scenarios of “made up” projects – would not bring out the depth of experience, management ability, technical aspects, skill levels required, the level of competency – and of course how you have brought all these together on “real life” projects.
The typical project management interview will continue to use the competency based approach, however the feedback on this approach has been compelling from the strength based adopters;
- Competency based interviewing makes it difficult to distinguish between candidates
- Candidates know how competency based interview works and “often know the answers by rote”
- Competency based interviews feel tired and candidates can “draw on skills that they no longer possess”
It begs the question then, if competency based interviewing is old hat with candidates able to pull the wool over the interviewer’s eyes by just being a practiced interviewee – what is the optimal interview technique when interviewing project management candidates?
In the project management field wouldn’t a combined approach of assessment testing (against other shortlisted candidates), theoretical knowledge and a presented work example be a more rounded interview process? A three stage thorough process that tests and assesses the project candidate could be carried out in one session with a second stage being more focused on organisation orientation and indepth project understanding. This seems more like a strength based approach to me.
It is just a thought, but it seems organisations may want to reconsider their project management interview processes if they really do want to find the right employee, but would that be too much effort, time and change for the human resources function to set it up?
What do you think – is it time for an interview rethink? Have you attended an interview which was different to the norm? What did you think – good idea or new fangled idea better consigned to the bin? Leave a comment and share your thoughts.
Tags: Competency Based Interviews > Project Management > Strength Based Interviews
Project Management on Twitter? Let’s meet up on the 12th November
Posted on | August 31, 2010 | Author: | lindsayascott | No Comments
Are you a project management professional on Twitter? Based in the UK? If so, how do you fancy meeting other UK based #pmot (project managers on twitter) on the Friday 12th November 2010.
The event is being organised by @guywakely and @AngieCattie both #pmot regulars on Twitter and they would like to invite you to the first #pmot tweetup. The #pmottweetup (that’s a meet up!) will take place at:
Radisson Edwardian Mountbatten Hotel
Seven Dials – Covent Garden
London WC2H 9HD
Start time: 7.30pm
If you’re interested in coming along you just need to register your attendance on Tweetvite
Look forward to seeing you there 
Translation!
If you’ve chanced upon this blog piece and none of it makes sense (twitter, tweet ups! er what?) take a look at previous posts about project management and twitter – part one and part two. There is a community of project managers who are connected to each other and who regularly share their project worlds with one another. If you haven’t tried Twitter yet, take a look at the two blog posts to get you started. And don’t worry, if you would like to join us at the event but don’t have a twitter account, you can still come along, just leave a comment (your email address will remain confidential) and we will contact you directly
Tags: #pmot > Project Management Networking > Tweetup > twitter
The Camel is Back!
Posted on | August 27, 2010 | Author: | lindsayascott | 1 Comment
After a few days break we’re back and ready to roll – the Camel has moved location to its brand new home within the Arras People new website layout. So the hump is replenished and we’re ready to crack on with project management related blog pieces in a new home.
Oh and yes, did I mention Arras People has a new website – go and have a look and see what you think
It’s been a few months in the making – and yes – we project managed it ourselves Which of course was great fun (!) But that’s enough of whip cracking and using gantt charts as coffee mug mats, we’re ready for September and the rest of 2010.
See you Tuesday
Image © peasap and used with permission.
Clinically sound: Arras People’s careers clinic evolves
Posted on | August 20, 2010 | Author: | NicolaT | No Comments
Over recent months there has been an upsurge in the Arras People Career Clinic bookings – the fresh trend for my clinics is tending to be based around making an application for a specific role rather than general CV advice, feedback and careers guidance. As the market tightens and competition for new roles becomes tougher, a realisation that more work is required to achieve interviews; candidates are looking for ways to strengthen their approach to securing that next position.
Here are a few tips on how to ensure your application is a strong one:
1.First step – read the job advert, don’t just skim read either! Most candidates fall at the first hurdle by not following instructions correctly. For example: recently I was asked to review a CV against a job description – the point of the exercise was to ensure the CV would be attractive to the CV reviewer and hopefully be put into the shortlist for interview. On reading the job description I noted the instruction to apply was in fact an application form (to be downloaded from the employer website) and a covering letter stating why you are interested in the role. This may amuse but it is a very common trend for applicants to not read instructions when applying and automatically be put in the “reject” pile for clearly demonstrating an inability to follow simple instruction and poor attention to detail.
2. Once you have gathered information about how to apply take the next step of preparing the necessary information. If the requirement is a CV and covering letter; look to revisit your CV and ensure that all the competences listed in the JD are demonstrated in your CV (if you haven’t done it, and don’t meet 90% of the criteria then don’t apply). The same applies for application forms – ensure you complete them thoroughly and look to address each area of competence listed in the JD. The Arras team receives calls from candidates asking for further feedback having been rejected for a role – the case put forward by the candidate is frequently; “but I have all the competences listed in the JD, I do not understand.” When opening the CV and running through it with the candidate it becomes quickly apparent to the candidate that they may well have done these things but it does not state this in the CV. Common sense I know but it is very common for candidates to assume that recruiters and HR staff know how XXX PLC work and the candidates’ specific involvement in the project.
3. Before sending the application off; read and re-read the JD and your application form / CV / cover letter etc. Make sure you are covering all aspects of the role requirements and fulfilling the application process necessities. Once you are happy with the finished article – apply.
All very standard advice but often overlooked as human nature tends to lead to rushing applications and callous approach to securing your next role – look at it from the employers perspective; at a time when organisations require exceptional personnel to progress are they likely to contact someone who half heartedly applies for the position?
Careers clinics are bookable through the Arras People website. This part of the service is also covered by our free service to job seekers currently signing on at Job Centre Plus under the Job Search Support Service.
Tags: Arras People > Careers Clinic > cover letter > CV > instructions > job applications > meeting requirements > Nicola Thorp > PMC Clinic > reject pile
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- APMP – The Arras Study Group
- Project Management Recruitment Ideas – Strength Based Interviews
- Project Management on Twitter? Let’s meet up on the 12th November
- The Camel is Back!
- Clinically sound: Arras People’s careers clinic evolves
- Project Management Recruitment Ideas: The Security Check
- Tipoffs Preview: Pawel Brodzinski on “Why So Unhappy?”
- Tipoffs Preview: Chris Walters on “Why So Unhappy?”
- July Tipoffs Q&A with Nicola Thorp
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