Home' Trinidad and Tobago Guardian : January 27th 2015 Contents Application and comprehensive Curriculum Vitae including
the names of three (3) referees to:
Secretary, Board of Governors
Institute of Marine Affairs
Republic of Trinidad and Tobago, West Indies
Applications should reach the IMA no later than
February 9 2015.
Unsuitable applications would not be acknowledged.
The Institute of Marine Affairs is an agency of the
Ministry of the Environment and Water Resources
The Minimum Requirements
A professional Inspection, Engineering and Consulting firm, located in
San Fernando, providing a wide range of inspection, conventional
and advanced non-destructive testing, design engineering, failure analysis,
quality control, calibration and technical training services in Trinidad and
Tobago and the Caribbean is seeking to hire:
Qualifications and Experience:
}At least 5 O' level passes including Maths and English. An
Associates Degree or Business Administration Diploma will be an
}At least 2 years experience in an administrative function within the
}Experience with processing tenders.
}Advanced proficiency with Microsoft Excel, Outlook, and Word is
}Must be detail oriented, have proficient proof reading and
}Excellent interpersonal and communication skills.
}Can handle duties in a team environment as well as individually.
}Proper time management and organizational skills.
}Attention to detail and high level of accuracy.
SUBMISSION OF APPLICATIONS:
Individuals with the appropriate combination of skills, qualifications
and experience are invited to submit a detailed Curriculum Vitae
and two (2) references to:
P.O. Box 3460
Attention: HR Administrator
CLOSING DATE: February 6th, 2015
Many people are finding that short-term
contracting assignments are an excellent
way to pay the bills while waiting for that
perfect job to be offered. Others have decid-
ed to explore their options in self-employ-
ment. If you're taking a contracting assign-
ment, these tips should help.
There should be an actual contract
involved, and it should document the
agreement between you and your tempo-
rary employer. Don't just sign the contract
offered, read it carefully. Even if it is "non-
negotiable" (and few contracts really are
non-negotiable), reading it will help you
understand what is expected, how much
you will be paid, when you will be paid,
and other extremely useful information.
Contracts can help or hurt you.
A contract is an AGREEMENT between
2 parties. Don't sign it if it doesn't represent
YOUR understanding of the agreement
you have with the employer. And, don't
sign it if you don't understand it. Don't
be afraid to ask questions.
A good contract clearly explains what
each party expects to give and get, and
what happens if either party fails to per-
A well-written contract increases the
chances that you'll be paid for the work
that you perform. A badly- written con-
tract, or one that you do not understand,
can hurt you.
It's a good idea to include how you will
handle changes that may be necessary as
the project evolves.
Projects also have a way of expanding
in scope. So, beware of "flat fee" projects.
Your agreement needs to specify the initial
scope and be clear that you'll be compen-
sated for additional work
Not as scary as it sounds, and better
than accepting a term you cannot, or do
not want to, meet. Think of the negotiation
as setting the stage for a long-term rela-
tionship that is beneficial to both sides
1. If you don't like a term, propose a
modification ("counter offer") that is
acceptable to you.
• "I can drop my rate by 10% (or whatever)
if we you are willing to commit to an
additional 30 days [or whatever] on the
• "I can't complete my section of this proj-
ect unless the [whatever] is completed.
Let's change the contract to indicate that
I'm not responsible if [source] does not
supply the [whatever]."
• "My normal fee for this type of work is
$XX per hour, not [lower number]. Let's
change the hourly rate, or modify the
2. Give yourself some room to maneu-
People often expect to negotiate. So, if
you propose your lowest rate and best
terms, you may be stuck if the other party
expects to play "let's make a deal." You
could end up with a price much lower than
you want, or no deal at all. So, don't start
with the deal that is most beneficial to the
employer. Begin the negotiations by offering
the "deal" that is most beneficial to YOU
(but not unfair or one- sided).
3. Don't assume that price is THE
Often, price is NOT the issue. Something
else is. Explore other options - timing,
hours, location, etc. Ask questions. Then,
shut your mouth (this is the toughest thing
to do when you are in make-a-sale mode,
so bite your tongue if you must!). Listen
carefully to the answers. Price is easy to
drop but very hard to increase, so drop it
only when absolutely necessary.
4. If price IS the issue, offer to
change some other term that helps
you (or the employer) reduce another
expense before you drop your price.
For example, you could justify main-
taining for a HIGHER rate if you work
from home since that can reduce an
employer's expenses, too (no desk, phone,
etc. needed for you).
OR, working from home (if appropriate)
should reduce your commuting expenses
and time, making a lower hourly rate
potentially more acceptable to you.
It depends on the situation, what is
important to you AND to the employer,
and on the way you present your idea.
5. Don't make a concession without
getting a concession in
For example, you may
agree to work at their loca-
tion in exchange for getting
paid at 50% of your rate
for travel time. Or, you'll
agree to their timeframe if
they will agree to pay your
invoices every week, with-
in 5 days of your invoice
submission. Or, whatever
else is something you want
that you don't have yet.
6. Know when "the
deal" is a bad deal for
you, and be prepared to
walk away from it.
Don't agree to some-
thing you know is going
to carry too large cost for
you, either in money or in
lost opportunity. Prepare
yourself mentally to
WANT the contract, but
NOT to NEED the con-
tract. Desperation shows,
and weakens your nego-
7.Go for a "fair" or
"win/win" outcome so
that both sides are
comfortable with the
Ideally, contracts get
extended (or converted
into "real" jobs), so it's
usually a good idea to keep
the goal of creating a long-
term relationship in mind.
It won't be long term if
either side feels ripped off.
usually plant the seeds of
the need for revenge for
the party that "loses" - not
the basis of a good rela-
tionship. But, watch out
for people who play games
with you on this, too.
• A contract with broad
non-compete and non-
They can seriously limit
your future employment
options. The problem
usually does not show
up until something goes
wrong, and then it's too
• "Unwritten" provisions,
or verbal assurances that
a clause or provision you
don't like will never be
enforced. These state-
ments should send up
yellow (or red!) flags. If
something will not be
enforced, then it should
NOT be in the contract.
If it DOES apply, it
should be included.
Consider the following
when entering into a con-
• Purpose - Does the con-
tract include a clear
statement of intent,
scope of work, and proj-
ect description? Can you
do it, as specified? Are
you comfortable with it?
Is everything defined
• Terms - Does the con-
tract list a timetable for
ables, payment sched-
ule, deadlines, and
penalties for late deliv-
ery? Are payment terms
set for the initial con-
tract and for additional
work beyond the scope
of the contract?
Tuesday, January 27, 2015 www.guardian.co.tt Guardian
Links Archive January 26th 2015 January 28th 2015 Navigation Previous Page Next Page