Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
RIBA Part 3 Course
Dubai and Hong Kong 2014
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
WHO AM I?
Susan Ware Dip Arch RIBA
• Director of Professional
Studies, The Bartlett, UCL
• Founding Director CPA Ltd,
Non Exec Director CONSARC
• Worked in Central
Government, Local
Government Private Practice
Overseas VSO and Education.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Acknowledgments
Thanks to:
Chris Askew - Chris Askew Architects
Liz Pickard - Consarc Ltd
Simon Pilling and Edwina Bucci – Module 2 directors – Bartlett
for information referred to in this presentation
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
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Code and Duty of Care/legal
Culture and ethos
Oganisational structures
Growing /size?
Succession planning
Motivation
Induction /CPD/appraisal
Succession planning
Working with different groups
Effective Teams and personality types
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
• People you work with – colleagues/ employees
• People you interact with – consultants, officials, contractors
clients, users, wider environment – society
• Right person for the job
• Individual - Skills and strengths, self knowledge
• M and B tests/ emotional intelligence
• Team work, trust, values ,diverse talents communication,
listening, effective communication
• Hierarchies and Organisational structures
• Motivation
• Training and CPD
• Growing people -Succession planning
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People – Duties and Responsibilities
Ethical and Legal Duties and Responsibilities
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Codes of Conduct – RIBA
RIBA Chartered Practice Scheme
ARB Architects Code, Standards of Conduct and Practice
ISO BS 9001
Investors in People
Employment legislation
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Duties and Responsibilities
Duty of Care - legal requirement - Architects are experts in
the eyes of the law – the measure is what would normally
be expected of competent practitioner.
As registered architect you will have duties and responsibilities
to different groups
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Different groups of people
Different relationships
Different responsibilities
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People you work with Colleagues – office structure and organisation
Employees, legal duties and management
Clients, individuals / committees
End users/the community
The wider society
Professional contacts – consultants,
Professional contacts – officials e.g. planners
Contractors
Contractors employing YOU –e.g. D and B
Suppliers of services to the practice – IT etc.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
ARB – Professional Responsibilities
Statutory Role
Protecting the consumer – Safeguarding the Reputation of
Architects
Code and standards 12 Standards
Standard 1
Act with honesty and integrity
Standard 2
Ensure employees are competent
Standard 4
Competent management of the business/staff
Standard 10
Dealing with disputes and complaints
Standard 12
Treat everyone fairly and in line with the law
No discrimination
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
RIBA Code
The Royal Institute’s Values: Honesty and Integrity, Competence and
Relationships with concern for others and for the environment.
Basis of the Code’s Three Principles:
Principle 1 Integrity
Members shall act with honesty and integrity at all times.
Principle 2: Competence
In the performance of their work Members shall act competently,
conscientiously and responsibly. Members must be able to provide the
knowledge, the ability and the financial and technical resources appropriate
for their work.
Principle 3 Relationships
Members shall respect the relevant rights and interests of
others.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
RIBA Chartered Practice Scheme
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Badge of quality and service
Requirements: numbers of architects employed
Terms of appointment – e.g. employment contract, salaries etc.
Services to members – Advice and support, CPD, listings
Publications etc.
Salaries and fees bench marking reports
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
RIBA Chartered Practice Employment Policy
‘The riba believes that good employment policy by and for its
members will contribute positively to the effectiveness and
influence of the architectural profession. It will also
improve business opportunities, employment diversity and
personal development and is vital to the professions’ role in
raising the quality and benefitting society.’
http://www.architecture.com/files/ribaprofessionalservices/
membershipandmarketing/general/charteredpracticemanual/
charteredpracticemanualmay2010.pdf
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
RIBA policy sets out
1. The role of the RIBA
2. The practice responsibilities
3. The employees responsibilities
• Includes employment contracts
• Addresses issues around equal pay/equal opportunities, long
hours culture, un paid internships, employment of students
etc.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Clients Very many kinds!
Individuals – many complaints received by arb are related to a
breakdown in the relationship between the architect and the
client.
Learning to manage client expectations and assist novice clients
through the process of delivering a building requires experience
and sophisticated skills
Two agendas, the client’s and the architect’s
Need to identify and understand client’s agenda, put yourself in
his/her position. Your role as an expert requires professionalism,
competence, clear communication, and understanding/empathy
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Corporate or committee clients –private sector
Committees and client’s representatives are very complex.
Important to understand the relationships and dynamics within
committee or the individuals relationship with the organisation.
Essential to understand the nuances, politic and dynamics.
Research the organisation and individuals’ backgrounds,
understand what they have to gain or loose.
Team building skills and workshops help to build mutual
confidence.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Clients – Experienced – public sector
Accountability - financial and political.
They may be many headed and complex organisations,
difficult to identify decision making process/individuals
Their agenda may not coincide with yours – you are
providing a service – difficult balance at times.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Professional contacts and consultants
Building up a good relationship with Planners, Building Control Officers, legal
advisors, bank managers, accountants etc. benefits from an understanding of
their role and responsibilities and building up a professional relationship.
Similarly working with consultants requires an understanding of their world
and what they can achieve (or are paid to do).
Good team working – through workshops (NEC) or lead by the design
manager/project manager helps to generate common goals and a successful
project. Identifying strengths and weaknesses is helpful and skillful leadership
essential.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Users/ community
Relationships with user groups and their relationship with the
parent organisation can be complex. Internal politics
Some large organisations isolate the users and resentment builds
up – but for the architect its important to have a a good rapport
with users, their input into the brief and project development
and feedback is essential.
Workshops and group work can be useful to build up
understanding and confidence between the architect, client rep
and the users.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Contractors and suppliers
Working with contractors can be difficult (!), the construction
industry’s confrontational tradition has been challenged by
Latham and Egan and new forms of procurement e.g. Partnering
developed to reduce disputes.
An efficient impartial and professional approach is a good start,
building mutual confidence and common objectives contribute.
A different relationship arises when the architects are novated in
D and B contracts, letting go of a valued design decisions to
others can be tricky!
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Develop Interpersonal skills
Emotional intelligence – more later
Reading the signs – how people are behaving
Have your antenna tuned in carefully
Watch how people interact with each other
Watch body language
Learn to anticipate, plan and ‘manage’ the situation to avoid
conflict
Don’t be afraid to take on leadership role
Look and listen
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Office Culture
Huge variation in office culture and ethos
Local and international/cultural variations
• Practice philosophy, working methods and relationships within the
practice.
• Hierarchy, decision making processes, team structures, staff motivation
• Communications with in the office, formal - staff meetings - Informal staff lunches, drinks, outings, sports, networking
• Ownership and commitment
• Work life balance
• Legal responsibilities - Employment legislation etc.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Management structures
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Flat
Organic
Hierarchical
Skills/task based
Teams
Types of people – personalities - Myers Briggs tests
Line management and leadership, researchers, starters, finishers,
detail people, overview people, identifying strengths
Managing People
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Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
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Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
75% of RIBA Chartered Practices are 10 people or less
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Office cultures
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Office cultures
Managing People
Office cultures
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course
DubaiKong
and Hong
course –– Hong
– JulyKong
2013– 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Space to
Work
££ in, money
out
Talented
Staff
Clients
Managing People
IT & BIM
Computers
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
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Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Self awareness and self management
Integrity honesty authenticity flexibility
Awareness of others
Sensing and perceiving, anticipating, knowing their needs
understanding politics emotional currents etc.
Relationship Management
Tactics, persuasion, negotiation listening and reacting initiating
and managing change a lining teams
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Working in Teams
Many and various management theories and methodologies and about people
management
Understanding of personality types, recognising individual’s strengths and weaknesses.
Leadership and shared vision
Soft skills such as Emotional Intelligence play a big part in successful people management
Motivation and valuing divers talents trust
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Team work Essential skills
Trust, respect, shared goals, value others knowledge and experience,
listening skills, both spoken and body language, understanding of
other’s position, ‘where they are coming from’/background, what they
want out of the project, building a good relationship, recognising other
skills in others which you do not have, co-operation, good
communication, recognising other’s roles and responsibilities,
recognising diversity, commitment
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Why would a client appoint YOU?
The 7 Key Characteristics of a Great Team
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Shared Purpose and Direction
Motivating Goals
Commitment to Individual and Team Roles
Multi-Directional Communication
Authority to Decide or Act
Mutual Support and Trust
Reliance on Diverse Talents
The Barlett
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Effective teams - leadership
Normally we work with people in teams or loose associations
Built up a rapport
Understand their position/role
Understand their expectations
Understand what you expect from them
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Understanding yourself -self awareness
Myers and Briggs Type Indicator (MBTI)
http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/
Favorite world
Information
Decisions
Structure
Extroversion
Sensing
Thinking
Judging
Managing People
Introversion
Intuition
Feeling
Perceiving
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Definitions
Extrovert
excited by external stimuli
Introvert
internal looking
Sensing
likes facts and evidence
Intuition
knowing or sensing without the use of rational processes;
immediate cognition
Thinking
facts, principles and logic
Feeling
personal values, empathies, people focused
Judging
ordered world structures likes planning certainty and closure
Perceiving
flexible view of the world welcomes change fascinated by process
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Scoring will result combination of letters and percentages
EXTROVERT
INTROVERT
SENSING
INTUITION
THINKING
FEELING
JUDGING
PERCEIVING
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Scoring will result combination of letters and percentages
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENJT
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Growing – Business Plan
Growing = Change – Unsettling
Reviewing organisation and structure, introducing new staff,
new premises, new ways of working, Identifying new skills to be
‘bought in’ smooth transition
Valuing, growing and developing skills of existing staff,
motivation, promotion and fairness.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Shrinking
Handled sensitively
Legislation sets out process for redundancies, period of
consultation /notice/need legal advice
Receivership/Administration
Limited advance warning, some rights as ‘creditor’, need
legal advice
Business sold on
Inevitable restructuring with new owner, some employment
rights – need legal advice
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Succession planning
Key staff leaving/ retiring/dying ,transition arrangements
/consultancy /PI – run off/pension arrangements
Buying/selling of shares – new Directors/members
Valuation of the business/ shares
(normally done on basis of review of previous 5 / 3 years
turnover /profitability/ current work in progress and ‘good will’)
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Employing People
Employment contracts should include:
Payment systems/tax/ NI
Transparent of complaints/ disciplinary processes/
Notice for termination/probation period
Staff review systems, annual appraisals, maternity/paternity/
sickness/holidays study leave/CPD/ training/working hours
directive/data protection.
• Staff pension schemes/ share holding schemes
• Discipline policy
• ‘Investors in People’ badge
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Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Induction for New Staff
• Introduction to office structure, staff and key players ( e.g. HR, IT) policies.
• Office hours, sickness, holiday procedures
• Information on Office Handbook and protocols, drawing/protocols, e-mail
filing protocols, etc.
• Office conventions, phone, clients, consultants, e-mails
• Health and Safety policy and protocols, e.g. site visits safety clothing,
accidents
• Line management, probation, and appraisal, complaints and grievance,
Appraisal system
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Difficult situations - Grievances and complaints
By staff - in house procedures and stated in employment
contracts
Resolve internally or worst case, Employment Tribunals
The employment contract and office handbook should clearly
state the procedures for making a grievance or complaint. There
should be an ‘independent’ person in the practice to address the
complaint – difficult in small practice.
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
CPD
Individuals
Requirement of ARB – evidence of keeping up to date
Requirement of RIBA Chartered Status, 35 hours per year
19.5 hours from core curriculum including 2 hours Health and
Safety, 15.5 ‘other’ 100 learning points
Businesses – Office protocol for CPD
Requirement of RIBA ‘Chartered Practice’ badge
Investors in People
QA BS EN ISO 9001 2008
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Training (different to CPD)
Appraisals/ Reviews
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Up skilling – software updates, BIM
Management skills
New skills/qualifications
BREAM assessors, Green deal assessors
Planning / conservation qualification
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Appraisals and reviews - Staff appraisals on annual basis
Important process
Staff are the practices greatest cost
…..but also greatest asset
Staff need to feel they are valued and
Employer need to use staff effectively
Appraisal opportunity to review and identify strengths and
also identify areas/skills/ambitions for future development/
Training
A two way process
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Appraisals and reviews - Staff appraisals on annual basis
Process: Two way process, exchange and agree
• Person to be appraised normally writes a reflective statement of
performance/outputs for previous year and aims and objectives for future,
training needs etc.
• This is discussed with appraiser who develops a strategy/targets for
following year which is recorded and signed off by appraise . This is used
as a basis for review the following year.
• Purpose to identify strengths, support development needs/ career/skills
• Normally separate from salary review/promotion
Managing People
Susan Ware
RIBA Part 3 Course – Dubai and Hong Kong – 2014
Managing People