If you missed the PM CV Workshop…

I thoroughly enjoyed presenting at the APM PM CV Workshop on Thursday 5th Dec – not only was it a pleasure to give something back to the PM community but it was also great to meet a bunch of really enthusiastic and engaging PM professionals. I was in talks with Graham the NW Branch Secretary about running a session back in April 2013, and I hadn’t expected the year to fly by as quickly as it did. Unfortunately on the evening we were met with horrific storms which lead to a reduced number attending the session, but this in no way reduced the energy in the room. For those who missed out here’s a synopsis of the evening. The session was broken down into sections, first we talked through an introduction lead by myself on who we were and a little about our backgrounds so we could establish a relevant theme to take throughout the evening. We then talked through structuring the CV and the importance of getting the right kind of information presented without producing a lengthy document. We discussed what employers look for in a CV and how the market has changed over the years, delving into experiences from the recruitment aspect and also how the delegates had found the shift. It was interesting to have a mix of delegates from permanent and contractors to those happy in their roles but recognising a need to have an up to date CV. We had stories from those who had never really needed a CV as their contract assignments had usually been secured through word of mouth and networks but had seen this type of behaviour dip over the years and those who had been in their current employment for over 10 years. It was interesting that one of the delegates pointed out that the demographic of the attendees was 40 year old plus, which sparked a discussion about ageism and how this could play a part in recruitment whether beneficial or discriminatory. However as the group was reduced due to the storm it was not a true reflection of parties interested in improving their CVs, although the willpower to attend against the blocked roads and gale force winds was noted. The session lasted a good hour and a half due to lots of discussions about various aspects of the CV and talking through examples, lots of great questions were asked and by the end of the session although some felt their CVs needed shredding and starting over. Everyone felt reenergised about how to put together a winning CV. I also gave some personal CV reviews after the session and provided all attendees with a CV template sample and guidance notes to achieve the winning CV. Asking around the room (also receiving some fantastic feedback afterwards via twitter and the blog) everyone felt the session had been a real eye opener and useful for them moving forward.

PM CV Workshop

I must say I tend to find presentations quite stale when too formal, so taking a more collaborative approach to delivering and sharing information came as a refreshing change and a style I shall adopt for future workshops.

I have been asked to present at future APM events, which I look forward to – hopefully next time we won’t be faced with adverse weather conditions!

APM Project Management CV Writing Workshop

As some of you will be aware, I am due to present at tonight’s APM branch session in Golborne – the session is has been fully subscribed with a waiting list for a few months. I have been asked to present at further events and we are currently in discussions. The essence of the session is to take a look at what employers and recruiters expect to see in a CV and work through the core elements of the CV structure. I have designed the session to be interactive rather than a PowerPoint presentation style, which I feel will be much more constructive for delegates. The PM job market is a difficult one to crack if you haven’t got a strong CV which says all the right things and there are a great deal of job hunters out there who remain oblivious to the fact that their CV just isn’t hitting the mark – blaming lack of interviews and call backs on the market being flooded. It is true to say the market is flooded but the reality is that there are very few who really know how they should be presenting their CVs for job applications. It is often the best CVs not the best candidates who secure short-listing.

APM-LOGO

We will discuss individuals experiences of job applications, talk through job specific areas for the CV and I will also be providing reviews on individuals CVs. Delegates will walk away with a good insight into what employers and recruiters look for and will have the knowledge and tools to put together a winning CV.

Organisational culture – why bother?

Organisations to date are still grappling with the complexities of defining a common organisational purpose. This becomes even more complicated during a business acquisition or merger, especially when there are major differences in organisational values and behaviours. This is also evident when large multi-national companies enter less mature markets and quickly discover that local
organisations have their own unique way of doing business in that particular business environment. Sometimes what is deemed ‘unacceptable’ in some markets is quite ‘acceptable’ somewhere else. This is a constant challenge facing all types of organisations globally. Culture will ultimately define a company’s belief system and expectations for the future, and will invariably influence success or failure in a highly competitive global marketplace.
As a result of greater focus on ‘cultural fit’ and all things related, Private Equity firms are now investing considerable time and resources to better understand a target company’s organisational dynamics before concluding any deal. This could be a major factor in realising value from the deal down the line. A company that has a defined philosophy for doing business will more likely have a
better strategic vision, which in turn makes it more appealing to investors, internal and external talent pools and customers alike. An organisation’s culture could either make it or break it over the long term. Thus, in attempting to create a high performance organisation, it becomes vital for senior leadership to define the culture required for success, or in the case of M&A’s, creating a vision for the future that will aim to bring the best of both organisational cultures together to deliver maximum value for all stakeholders. It is at this point that a company’s senior leadership team have an opportunity to etch themselves in corporate history and create the environment for making the company highly successful. Senior executives need to grasp this opportunity by ensuring they live
the values of the organisation and become effective role models for the rest of the organisation to follow. Doing this effectively at the top of the hierarchy instils confidence and trust in the layers below and has a mesmerising effect on motivating the wider workforce.
It is never an easy task to create or change cultural identity however with the added pressure of globalisation, the race for good talent and ever changing technological advancement, global organisations cannot afford not to invest in creating distinct cultural identities. Companies around the world are investing heavily on optimising business performance. Process and technology change alone will not make a difference unless there has been a carefully thought out people change strategy which is aligned to the strategic vision of the organisation. Many transformation efforts fail due to poor people change planning. On some large programmes it is often evident that ‘lip-service’ is paid to the impact of change on people and in many cases prevents the successful adoption of new ways of working. People need to be engaged early, to instil the values of trust and integrity. Many organisations leave it too late and lose immense credibility internally as well as externally as information starts to leak everywhere. A company serious about reputation and brand attractiveness will have as part of its organisational DNA, clear values around trust, transparency and commitment to treating people with due care and not just paying ‘lip-service’ to employee consultation. In conclusion, all aspects of transformational change require clear linkage to the corporate strategy of the organisation. This is often neglected and in many cases leads to the failure of the change
initiative, wasting valuable time, resources and energy. It is therefore vital for companies to establish the right type of culture, be it for the purposes of expanding into new emerging markets, M&A’s or a brand new start up looking to establish a foothold in the open market. A well-defined organisational culture provides the starting point for all stakeholders to feel part of something unique. This only encourages greater differentiation between competing organisations and its influence over products, services, quality and the ability to attract specific talent pools.

Vellendra Sannasy is an Organisational Change Professional with extensive experience in leading strategic and operational business change. Vellendra has worked with global organisations in the UK, US, Asia and South Africa, with a great appreciation for cultural
diversity and different ways of working. He is also the Founder of StratChange Consulting, which is a niche consultancy, providing strategic and operational guidance to C Suite Executives and Senior Management teams undergoing complex organisational change.