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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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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.
Band 1
1-3
Band 2
4-6
Band 3
7-9
LEARNINGOBJECTIVE
PEFORMANCEBANDS
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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 Started
Everyone 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!
Read the different scenarios on the next few pages and then determine what
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skills 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 Profile
He 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 prepare
and 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 tools
dig trenches
erect scaffolding
mix and pour concrete
prepare surfaces for painters
follow instructions
good at physical work
works well with other people (a
team player)
enjoys working outside
can follow instructions
reliable
can work at a good pace
ambitious
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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 Profile
She 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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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 Profile
Iestyn 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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YOUR PERSONAL PROFILE
Your Personal Profile
What skills and personal qualities can you put in your resume?
SKILLS PERSONAL QUALITIES
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Your Personal Qualities
The following checklist has been developedto help you evaluate
personal qualities, which might be significant to an employer.
Your Turn!
Choose those qualities that you feelapply to you.
____ Friendly: Do you work well with others? Have you served on
committees atschool? At work? In the community?
____ Hard worker: Do you work hard at your job or at school? Do you
put your bestfootforward 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 respectother people’s right
to privacy?
____ Efficient: Do you plan your time well? Do you consciouslytry to
meet deadlines?
____ Enthusiastic:Are you interested in your work? Or studies? Have
you ever done extra work because of your interest?
____ Honest:Do you tell the truth? Do you share the praise with
others? Do you acceptresponsibilityfor 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?
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------- Orderly: Do youkeep 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 Development
There are many ideas surrounding personal development, one of which is
detailed below - Abraham Maslow's process of Self Actualisation.
Self Actualisation
Maslow (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.
At the bottom of the hierarchy are the basic physiological needs for food, drink, sex
and sleep, i.e., the basics for survival.
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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 ‘tobecome
everythingthattheyarecapable 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 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.
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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’slookathowyoucurrentlymanageyourtime.
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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 timetable
If 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.) Workaround 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'twork so well after lunch, it won't be helpfulto 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 mostdays.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 importantto keep a tally of the numberof 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 whichyou use forstudy 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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Making a ‘Controlled’ timeline
Most 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
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Proof read, bind and submit for - 15 April
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, at
work 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 convey
information so that it is received and understood. Communication skills
refer 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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Test Your Communication Skills
Your 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 NEVER
1. 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.
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
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from the outset what I was
saying.
18. I find it difficult to understand
someone 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:
CALCULATE YOUR SCORE
Questions 1 - 10
3 points for Often ____________
2 points for
Sometimes____________
0 points for Never
_______________
Total A _______________
Questions 11- 25
0 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 through
your 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
24
28
33.1K
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 the
customers looking at his watch. His movements appear hurried and he is
talking very quickly.
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
3. You greet your line manager on arrival at work and he/she smiles back at
you.
______________________________________________________________
______________________________________________________________
______________________________________________________________
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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 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 poor
communication 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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2. You are trying to explain where the Board Room is located to a newly hired
employee who does not understand English well. You show him by pointing
with your right hand as you say very loudly:
“You have to turn right at the end of the hall.”
GOOD COMMUNICATION
SKILLS
POOR COMMUNICATION
SKILLS
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.”
GOOD COMMUNICATION
SKILLS
POOR COMMUNICATION
SKILLS
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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.”
GOOD COMMUNICATION
SKILLS
POOR COMMUNICATION
SKILLS
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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 rights
in a way that does not hurt the rights of others. Being assertive is the
ability to communicate your opinions, needs and ideas in a confident and
direct way.
2. Passive behaviour is when you don’t stand up for your rights. You don’t
express your feelings and opinions. You apologise for things that are not
your fault and you avoid conflict at all costs.
3. Aggressive behaviour is when you don’t respect the rights of others. You
never apologise and you don’t listen to other opinions. You are always
right and you respond quickly to situations where you feel you have been
wronged. 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.
Aggressive response: You assume they did it on purpose and you
angrily 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 in
line, and politely say, “Excuse me, but I was in front of you.”
PERSONAL EFFECTIVENESS 2:
Demonstrating appropriate behaviours
in employment
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Scenario B: Your best friend, who talks a lot, calls to vent about her/his bad
day. Unfortunately, you have a lot of work to do and don’t have time
to talk.
Aggressive response: You become angry that she/he obviously doesn’t
respect 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 or
assertive.
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. Aggressive
2. Passive
3. Assertive
4. Passive
5. 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 lunch
each 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.
Aggressive response:
Passive response:
Assertive response:
Work in pairs and compose a third scenario and discuss this with the rest of
your group.
Scenario C
Aggressive response:
Passive response:
Assertive response:
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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.
WORKING RELATIONSHIPS – Effective Team
Playing
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Defining a Good Relationship
There 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
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 Activity
Use 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 Players
What 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 can
think of.
Compare your findings with the suggestions on the next page about
the qualities of an effective team player.
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38
Top Ten Qualities of an Effective Team Player
1. Reliable
Good team members are reliable and consistent.
2. Good Communicator
Good team members express their thoughts and ideas clearly, directly,
honestly, and with respect for others and for the work of the team.
3. Good Listener
Good listeners are essential for teams to function effectively. Teams need
team players who can absorb, understand, and consider ideas and points
of view from other people without debating and arguing every point.
4. Engaged
Good team players are active participants. They come prepared for team
meetings and listen and speak up in discussions. They're fully engaged in
the work of the team and do not sit passively on the side lines.
5. Shares their Ideas
Good team players share their ideas. They're willing to share information,
knowledge, and experience.
6. Cooperates
Cooperation is the act of working with others and acting together to get
the job done. Good team players figure out ways to work together to solve
problems and get work done.
7.Flexible
Good team players roll with the punches; they adapt to ever-changing
situations.
8. Good Problem Solver
Good team members can come up with solutions that will work for everyone.
They're problem-solvers, not problem-dwellers, problem-blamers, or
problem-avoiders.
9.Supportive of Others
Team players treat fellow team members with courtesy and consideration —
not just some of the time but consistently.
10. Leadership
Every team needs someone to lead the discussion and make sure everyone is
heard and everyone’s opinion is considered.
40. ’SOFT’SKILLS E&E E-PREP
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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 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 record
them below. Look at the “Somewhat” and/or “No” columns in Section 1 to
identify the areas that you need to develop or strengthen, and record them
below.
STRENGTHS
1.
2.
3.
AREAS FOR IMPROVEMENT
1.
2.
3.
42. ’SOFT’SKILLS E&E E-PREP
41
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.
The Art of Consensus and Compromise
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Consensus and compromise decisions:
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
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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 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 websites
The links in the table that follows will certainly improve the breadth and
depth of your e-portfolio if explored.
Effeithiolrwydd Personol / Personal Effectiveness
Ymrwymiad 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#ixzz3Qfzl71
Xr
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
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A simple table showing competency levels (1-4) for personal development
http://www.north-
ayrshire.gov.uk/Documents/CorporateServices/HR/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/
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 levels
https://www.moneyadviceservice.org.uk/en/articles/beginners-guide-to-managing-your-money
Cydberthnas
au 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 positiveworkingrelationships.Also has linksfor time management, problem
solving,goal settingand prioritizing.
http://www.mindtools.com/pages/article/good-relationships.htm
Resource about understandingthe team formation.
http://www.mindtools.com/pages/article/newLDR_86.htm
Document on positiveworkingrelationships.Also has linksfor time management, problem
solving,goal settingand prioritizing.
http://www.mindtools.com/pages/article/good-relationships.htm
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Targedau
‘SMART’
SMART
Targets
Looks at student activities for settingtheir 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 adaptingto suit
Level 2
http://franklindistrict.vt-
s.net/Pages/FranklinDistrict_WebDocs/DESEeval/smart%20goals.pdf
Quite detailed – Is level 3, but could be adapted for level 2
http://www.gla.ac.uk/services/humanresources/all/pay/pdr/pdr_ref_guide/reviewmeetin
g/objectivesettingperformancestandards/
Good SMART goal questionnaire –can be adapted for all levels
http://www.hr.virginia.edu/uploads/documents/media/Writing_SMART_Goals.pdf
Level 3
http://www.smartinsights.com/goal-setting-evaluation/goals-kpis/define-smart-
marketing-objectives/
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TRANSFERABLE SKILLS CASE STUDY
Transferable 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