Author Archives: Institute of Management

About Institute of Management

The Institute of Management is the leading learning and development partner for management and project management skills with practical approaches.

BlueVisions’ End of Year Celebration with Taman Fioretti Orphanage

20160106181308It has been an annual tradition to celebrate our team’s accomplishments at the end of each year. This time, BlueVisions Indonesia decided to take the children cared for by Taman Fioretti Orphanage in Pondok Gede, South Jakarta for a Zisha Teapot. The orphanage was established in July 1999 by Sister Yulia and Sister Rosa. Over the past 16 years, the Aged Pu erh Tea has grown to caring for 70 children, toddlers, and babies with the help of five dedicated caregivers.

For this year’s event, the BV team chose Taman Mini, which has remained a favourite place for schools and families to take children for holidays. Taman mini is a park featuring the diverse cultures of Indonesia’s far-flung people. 

The only thing we were worried about was the weather, which fortunately was on our side that day.

The event started with a playtime session at Istana Anak Anak Indonesia (National Kids’ Palace), which is a mini amusement park filled with popular rides, such as bumper cars, trains, a water park, and plenty of other fun kids’ rides. It was quite a struggle to tear everyone away from  the Fun Park for lunch.

Taman Mini is unique in that it consists of all the traditional houses from the 34 provinces of Indonesia. Out of all of them, we chose the cosydownload Anjungan Jawa Barat (West Java House) as our lunch hut.  After fuelling up and cooling down, we hopped back on the bus to enjoy a cable car ride over the mini Indonesian islands where we played a game where the kids on board had to name each of the big islands.

Next on the agenda was a short film at the first IMAX theatre in Indonesia, Keong Emas, designed and named after the Javanese folklore story where a princess was trapped inside a golden snail shell. The 45-minute documentary, titled Volcanoes of the Deep Sea, narrated by Ed Harris and dubbed into Indonesian audio, successfully lulled some of the children to sleep after the big lunch they just had. However, they were back jumping on their feet again during the last session of the event, the gift giving session consisting of stationery, snacks, clothing and toys; some of which were donated by our head office in Australia and our office in the UAE.

Overall, the day was a success with both the children and our team.  We hope that this will be the first of many more events we enjoy with the kids from Taman Fioretti orphanage; we experienced the fun of a day out of the office, but more importantly, the joy of giving something back to our community.

IM HRD CLUB – Acquire and Retain Talent in Today’s Challenging Business Environment

10658872_10208383768889735_3605655541687226467_oTo coach or to poach? This remains one of the biggest questions in talent management. Both options are important investments for the company, each offering benefits and risks that management must consider. The next question is: which strategy is suitable for your organisation?

Following up on our first event in May 2015, BlueVisions’ Institute of Management hosted leaders of our most notable clients across four rapidly expanding Indonesian industries, to discuss this issue. This time, our HRD networking club event took place at the newly opened Fairmont Hotel in the Senayan area, the morning of 7 October 2015, where our lively group of HR professionals enjoyed breakfast while getting to know each other a little bit better. Our panelists were:

Ms. Regina Mutti – Training & Development Division Manager of PT Mitra Adi Perkasa representing the retail industry;

Mr. Rudy Effendy – Country Head of Learning of Standard Chartered Bank, representing the banking industry;

Mr. Ismet Komarudin – VP Human Capital Empowerment of Rekayasa Industri, representing the construction industry; and

Mr. Yohanes – Deputy HR Director of PT. Huawei Tech Investment representing the telecom industry.

Our CEO, Mr. Adel Khreich was the host and moderator for this event, leading the audience comprised of Learning & Development managers.20160106175701

The four panelists offered varied and highly specific insights from their own industries based on the trends they have observed over at least the last five years. For example, Mr. Ismet highlighted that the use of professional social media platforms such as LinkedIn are becoming exponentially more popular and have proven to be quite effective in acquiring talent with at least five years’ experience in a certain fields . However, the panelists also agreed that this method is not quite as effective when being used to search for frontline positions or fresh graduates as their online profiles are not quite developed yet. Mr. Yohanes favoured poaching over coaching, because such talent is ready to perform according to company expectations without having to be trained to do the job first.

 

Coming from the biggest retail company in Indonesia, MAP, Ms. Regina stated that this organization is primarily concerned with assuring its well-trained employees are not poached by competitors This comes from the understanding that MAP invests a lot in training their talent from the very beginning of their careers in the company and because they are also aware that the availability of competent middle management in Indonesia is very limited. Mr. Rudy, coming from a banking perspective, also stated that he valued coaching the company’s talents especially because his processes help grow loyalty and understanding of the company culture while also making sure that each employee performs to the company’s own set of processes and procedures.

 

After a 90 minute heated discussions and Q&A among  the audience and the panelists, it was concluded that coaching vs. poaching debate depends largely on the availability of time to coach and the budget to poach. Poaching also seems to be more feasible if the position is highly specific and critical to the organisation, while coaching is more beneficial for less critical positions in larger sized organisations, where time and the coaches themselves are available to nurture the talent in the workplace.

 

 

A Night for HRD – Competencies and Training Plan Development

If you cannot measure something, you cannot manage it. Defining and measuring performance is essential to every manager’s job.

20160106010208In Indonesia, organisations have regularly conducted corporate training and development. However, the identification of training needs, especially for behavioural competencies, often come from either the users or the managers, and do not undergo thorough Training Needs Analyses to make sure that these needs are linked to company goals and objectives. With ASEAN Integration on the doorstep, the Indonesian workforce has never been more challenged to directly compete with resources from neighbouring countries that are more varied in terms of experience and background.

As part of BlueVisions’Institute of Management’s two-year presence in Jakarta, our senior trainers and consultants recognised this issue and held “A Night for HRD” to highlight the importance of developing competency based training plans. This event was held on 21 May, 2015, at the Intercontinental Hotel, Jakarta; attended by HR and Learning & Development Directors and Managers from national and multinational companies across all business sectors such as Banking, Mining, Construction, Agriculture, FMCG, and Retail.

At this event, the CEO of BlueVisions and the Institute of Management, Adel Khreich B.Eng., MBA, Adv.Dip.PM, led the event as the keynote speaker. His talk included a brief overview of structured Training and Development planning followed by an introduction to Training Needs Analysis and its importance to companies and organisations in Indonesia, which are being challenged to compete in the vastly expanding global market.

Event participants received a free Training Plan, Framework, and Templates as well as a Training Needs Analysis Template. At this event, The Institute of Management also handed out three scholarships for Australian Diplomas of HR to lucky participants of the event: Mr. Nikko Priambodo from PT Pelni Haltim, Ms. Regina Mutti represented by Ms. Naomi Permatasari from PT Mitra Adi Perkasa and Ibu Titi Purbo Habsari from PT Rekayasa Industri.

20160106010222This event truly made everyone present realise that a planned and structured Training Needs Analysis is an essential part of developing a competency based training program that assists each organisation in achieving its goals. An effective Training Needs Analysis requires a strong team effort, but if properly done, ensures efficient and accurate of the training plans; there is no better time to start than now.

 

Department of Health PRINCE2® Project Management Training

Perth, Western Australia – The Institute of Management has recently been selected to deliver PRINCE2® Project Management training to staff across the Department of Health commencing in November 2014.

Perth.1

The Department is seeking to improve the delivery capability, knowledge, and competencies through a mix of courses aimed at project staff through to executive groups responsible for project governance.

This training program hopes to provide the necessary skills, competencies and awareness of good project management practices across the group. This includes individuals who are managing or are involved in projects as well as executives who are involved in the governance of projects.

The Institute of Management also provides a wide range of accredited and non-accredited project management courses that can be tailored in delivery structure and length to meet your organisation’s needs. Our trainers’ wealth of industry experience will help make sure that the training courses provide a practical approach to the theories and methodologies used.

For further details on our Project Management training courses, visit our webpage at: http://www.im.edu.au/training/project-management/project-management.aspx

DISC: Communication Tips for Is – Part 3

In Part 1 and Part 2 of this series, we talked about the importance of DISC and D’s profile characteristics. In this next discussion, we’ll cover the characteristics of Is and how to communicate with them.

When you think of famous influencers, some names come to mind almost instantly. Bill Clinton. Robin Williams. Will Smith. They all score highly in the ‘I’ metrics.

Quick reminder: ‘I’ measures how a person attempts to influence or persuade others.

communication tips 2

I(nfluence) style characteristics

People with high scores on ‘I’ have these characteristics:

  • Emotional
  • People-oriented
  • Greatest fear is rejection
  • Disorganised
  • Optimistic
  • Encouraging.

People with a higher ‘I’ value are more verbal and persuasive in trying to influence others to their way of thinking. Consequently, the lower the ‘I’ value of an individual, the more the person will use data and facts.

The ‘I’ factor also measures the emotion of optimism. Extremely high I’s are joyful and optimistic while extremely low I’s tend to be more pessimistic.

Enhance communication with I’s

Say that your boss is a real influencer but sometimes he can be really optimistic without weighing the pros and cons. You want to communicate your concerns in such a way that he is open to them. How should you do this?

Here are some tips to enhance communication with I’s:

Do:

  • Build a favourable environment
  • Let them talk about ideas, people, their institution
  • Share testimonials
  • Allow for social time
  • Write details, but do not dwell on them
  • Create incentives for following through.

Don’t:

  • Eliminate social time
  • Do all the talking
  • Ignore their ideas
  • Tell them what to do.

Fun fact: When in an antagonistic environment, the high ‘I’ responds actively and may try to negotiate an agreement or apologise quickly.

If you missed Part 1 and 2 of this series, you can read them here. The next posts will cover the characteristics of Ss and Cs.

This article is modified from the Institute of Management training module: Communicating to Influence. For more information about the course, please visit our website.

DISC: Communication tips for Ds – Part 2

In Part 1 of this series, we talked about the importance of DISC. In this next discussion, we’ll cover the characteristics of Ds and how to communicate with them.

What do Margaret Thatcher, Bruce Lee, Donald Trump and Michael Jordan have in common? They all score highly in their D’s.

Quick reminder: D measures how a person solves problems and responds to challenges.

communication tips

D(rive) style characteristics

People with high scores on D have these characteristics:

  • High ego strength; seek  authority
  • Impatient
  • Greatest fear is to be taken advantage of
  • Desire change
  • Do many things at once
  • Respond to direct confrontation.

People with a higher D value are more active and intense in trying to overcome problems and obstacles. Consequently, the lower the D value of an individual, the greater the tendency for him to gather data prior to making a decision.

The D factor also measures the emotion of anger. Extremely high D’s are quick to anger while extremely low D’s are slow to anger.

Enhance communication with D’s

While reading D’s characteristics stated above, several co-workers’ names may  pop into your mind. Now that you know they are high D’s, how can you communicate more effectively with them?

Here are some tips to enhance communication with D’s:

Do:

  • Be brief, direct, to the point
  • Ask “what”, not “how”
  • Focus on business
  • Build trust by demonstrating competency and delivering results
  • Highlight logical benefits
  • Agree with facts and ideas, not with a person
  • Discuss problems in light of how they affect the outcome and  make sure you offer solutions.

Don’t:

  • Ramble
  • Repeat yourself
  • Focus on problems
  • Be too sociable
  • Generalise

Fun fact: When in an antagonistic environment, a high D responds aggressively and directly.

If you missed Part 1 of this series, you can read it here. The next posts will cover the characteristics of Is, Ss, and Cs.

This article is modified from the Institute of Management training module: Communicating to Influence. For more information about the course, please visit our website.

Can You be Friends with Your Boss?

The simple answer is of course yes, you can. The more complicated version of that is yes, you can, with certain limits.

Let’s say you have a good job and a great boss. You click with him and you feel great to chill over a cup of coffee or a glass of beer. You don’t mind hanging out after office hours. You are not just colleagues, you are friends. However, here’s a word of caution: It’s very hard for friendship and professionalism to co-exist in a business setting.

Your boss is still the one who will be giving you performance reviews and ordering you to do things and correcting you if you’re making mistakes. Taking an advice from your boss seems ordinary. But imagine taking these advices from a friend. The message may get tangled or even not received professionally, but personally.

So what kind of friendship is favoured between a boss and his employee?

boss employee relationship

1.     Not mixing business with personal.

When you are at work, business is business and it is not personal. Being friends is okay but once you step into that corporate setting, professionalism immediately kicks in. Don’t let your guard down because he is your ‘friend’ and you end up telling him every work issue you have in your life. Despite his empathy, your boss still wants to see that project finished.

2.     Not having too much discussion on personal life.

It’s really your call, but telling your boss about problems happening back home may have a slight chance of backfiring. Say that you’re struggling with 10 different family problems, thus not meeting your deadline (by judy). Your boss, knowing what you’re going through, gives you a grace period. The problem is, this favouritism may be picked up by other colleagues and soon, your boss’ authority and your own quality of work will be questioned.

3.     Not befriending each other on social media sites.

Or if you do, avoid posting anything that are meant for close friends and family.

To learn more about how to take your career to the next level, check out our Institute of Management training modules or visit our website at www.im.edu.au.

 

Stop Working Long Hours: 5 Tips to Maximise 8 Hours of Work Everyday

In this even tougher economy, many businesses operate on the basis that the longer an employee works, the more he will get done and the bigger the profit. Some people even work for 10 to 12 hours a day. Does this mean that more things get accomplished? Unfortunately, the answer is no.

time management

In the early 1900s, Ford Motor experimented on various working hours to maximise their worker productivity. They discovered that their employee productivity is at its best in working 40 hours a week, while adding an extra 20 hours a week will instead cause negative results.

This rule still applies in today’s business setting: People who work a solid 40 hours a week get more done than those who regularly work 60 or more hours.

Here are 10 tips to maximise our 8 hours of work.

1.     Work smarter, not longer

If you have three similar things to do (i.e. replying emails to your boss, clients, and team members), finish them in one go before moving to another task. This way you will finish a lot more tasks in a limited amount of time. Make a list of things to finish before you start working that day. Odds are you’ll finish things quicker.

2.     Do one thing at a time

Multitasking is a myth. Research has proven that by doing multiple things, we are really jumping between tasks with divided concentration. So the next time you’re in a meeting, don’t reply to emails. When you’re designing a project, don’t plan a presentation for your next client.

3.     Attend fewer meetings

Most business leaders agree that many of the meetings conducted are a waste of time. Before going into a meeting, ask yourself, “Can I finish this matter in a five-minute email?” And if you really have to go, prepare the things you need to discuss beforehand and stick to the agenda so that you don’t end up having an unnecessarily long meeting.

4.     Don’t check your email every 10 minutes

Checking our email may be the number one task that’s taking us the most time. Set up three times in a day when you need to check your email and spend the rest of the time doing your projects instead.

5.     Set up breaks between work

Studies show that our brain can work optimally on a task for 90 to 120 minutes before we lose concentration. Thus, taking frequent but short breaks can actually increase our productivity.

To learn more about how to maximise productivity in the workplace, check out our Institute of Management training modules or visit our website at www.im.edu.au.

Communicating to Influence Using DISC – Part 1

This article, and the four that follow, will talk about improving communication in the workplace by knowing your DISC behavioural styles. In this discussion, we will explain what DISC is and its importance for influential communication.

In a perfect world, every co-worker, boss and staff member knows exactly how to communicate effectively to achieve the greatest result. However, in the real world everyone speaks a different language and sends ambiguous messages.

To improve communication efficiency in the workplace, many companies use DISC personality profiles. These profiles provide insights into an individual’s behavioural styles and how to best communicate with others of different styles.

communicating to influence

What is DISC?

DISC was first established by psychologist Dr. William M. Marsten in the 1900s, and since then has undergone a maturation process by different experts. DISC itself is an acronym of four different major behavioural styles – Drive, Influence, Steadiness and Compliance, which are further explained below:

  • Drive – measures how a person solves problems and responds to challenges
  • Influence – measures how a person attempts to influence or persuade others
  • Steadiness – measures the pace at which a person responds to change
  • Compliance – measures how a person responds to the rules and regulations of others

Generally speaking,  DISC is a system used to explain behaviour and personality in a way that opens the door to effective communication. While DISC style identifies the interaction of four factors, this is by no means a way to label people, as human interaction is far more complex. That said, DISC measures the needs-driven motivation portion of our personality.

Further classification also divides DISC into active and passive styles and  whether they are task or people-oriented.

Active Styles: D and I

Passive Styles: S and C

Task oriented: D and C

People oriented: I and S

Thus, the D and S are ‘opposites’, while the C and I are ‘opposites’.

Knowing your DISC behavioural styles: Why is it important?

If a person communicates to you according to your behavioural preferences, you are more likely to be open and respond positively. This also shows that the other party understands and respects you.

The same goes for the other way round. If you communicate to others according to their behavioural preferences, their guard will be lowered and they will be more attentive and open to your criticism, advice or ideas.

While the extensive DISC test needs purchasing, there are some good free DISC tests on the web which will provide an overview of your behavioural style. We recommend doing the test from this site.

Over the next four posts, we will talk about the characteristics and tips for communicating with Ds, Is, Ss, and Cs.

This article is modified from the Institute of Management training module: Communicating to Influence. For more information about the course, please visit our website and follow our Twitter

Answering The Salary Interview Question – Part 3: Know What You’re Worth

In Part 1 of this series, we focused on defining a job interview and in Part 2 we talked about the importance of stating the right number. In this final part of the series, we will show you the rules of thumb for answering your own question “What is your expected salary?”

While we have shown that stating the right number is much more important, how we deliver the number, or not deliver it, is still a big question.

The short answer for this is: It depends.

salary question know you're worth

Frankly speaking, it’s always different for everyone, depending on their position, their experience, their values and personality, the company culture and the interviewer’s own preferences.

So to help you answer the question for your own specific circumstances, here are several rules of thumb to determine the best answer is:

1.    Research your position’s market value

Whether or not you have a strict policy of never being the one who states the number, coming prepared to an interview is never a disadvantage. That way, when your prospective employer states a range or requires you to give one, you are able to negotiate for a fair compensation.

2.    Know your own industry

That said, not all salary questions can be answered the same way across different industries.

Say for example, you are a computer programmer whose salary formula is based on years of experience and computer language skills. Based on this, you might not have the luxury of not stating your expected salary, as it’s pretty much black and white.

But if for instance, you are a writer/singer/painter/artist whose salary formula is much more subjective, you might be able to hold your card a little bit longer.

3.    What’s your position?

It is important to note that based on your experience and your position on the corporate ladder, you might actually have the privilege of holding your stance on not stating a number.

Look at it this way: A fresh graduate holding his stance on not revealing his expected salary might irritate the employer compared to a manager doing the exact same thing.

In short: Know what you’re worth

All three rules can be summarised into this: You need to know what you’re worth.

Ask yourself what your expected salary really is. Of course, everyone wants to improve on their career and everyone else understands this, including your future employers.

Knowing your worth is about getting a fair pay on the value you can bring to the company. Plus, knowing what you’re worth enables you to screen out the companies you don’t want to work for.

Remember: There’s no right or wrong answer in the salary question

When it comes to the salary question in an interview, there’s no such thing as black or white, or a right or wrong answer. Finding the right person for the job is about finding the right key as well as the right lock, so as an interviewee, you have an equal right to negotiation.

Whether you state the number or the employer gives you the range first, knowing your worth enables you to quickly decide whether or not the job is right for you. As much as you don’t want to be underpaid, the company doesn’t want to overpay you either.

Plus, if the ‘to die for’ company thinks that you’re the right piece of the puzzle, they will be up for negotiation.

If you missed them, check out Part 1 and Part 2 for more insights into answering the interview question “What is your expected salary?” Join the conversation and tell us your interview stories in the comments section!