Home' Trinidad and Tobago Guardian : December 3rd 2015 Contents • Set expectations. Be clear about what you
want from them, including deadlines for their
• Build the relationship. Talk to them about
their family, their interests and other projects
they re working on.
• Make them feel part of the team. Invite
them to important meetings, involve them in
watercooler conversations and add them to
the team email list.
• Give feedback. There s no need to do a
formal review, but telling them what you think
of their work will improve performance and
your working relationship. (Adapted from "7
Tips for Managing Freelancers and Independent
Contractors," by Amy Gallo.)
your team's growth
If you re a micromanager, you need to
change your ways. You may think you just
like being kept in the loop, but micromanaging
hurts morale, establishes a tone of mistrust
and limits your team s growth. Here s how
to break the habit:
• Understand why you do it. Micromanag-
ing often comes from a place of insecurity.
To help, think about the reasons you shouldn t
• Prioritise what actually matters. Deter-
mine which tasks truly need to be done by
you. The real work of leaders is to think
strategically, not to do their team s jobs for
• Talk to your team. Be clear about when
you want updates on their work, so they can
help ease your anxiety. Ask them how you
can change your behavior to better support
• Step back slowly. Tell your employees
you trust them to make decisions. And try
not to overreact when things don t go exactly
as you d like.
(Adapted from "How to Stop Micromanag-
ing Your Team," by Rebecca Knight.)
BUSINESS GUARDIAN www.guardian.co.tt DECEMBER 3 • 2015
Invitation to Tender
For the provision of the following services:
o Janitorial - Internal
o Grounds and outer Buildings Maintenance
o Sanitary Services
o Pest and Rodent Control Services
o Waste Removal and Disposal Services
o Air-Conditioning Maintenance Services
o Security Services
The Cipriani College of Labour and Cooperative Studies (CCLCS) invites bidders to submit proposals for
the provision of services listed above. Bidders and their proposals will be evaluated according to the fol-
lowing criteria in addition to the other requirements are indicated in the instructions to bidders:
i. General Background of the Firm
ii. Financial Capability of the Firm
iii. Performance History
iv. Experience in providing similar services
v. Available manpower and other resources
vi. Present workload
vii. Eligibility based on submission of required statutory documents
Bidders are advised that Proposal (RFP) packages are available from November 30, 2015 at the
Operations and Facilities Office, Cipriani College of Labour and Cooperative Studies between the hours
of 9:00 a.m. to noon and 1:00 .p.m. to 3:00 p.m.
There is a non-refundable tender fee of two hundred and eighty-seven dollars and fifty cents (287.50) VAT
inclusive payable at the College, prior to receipt of the bid package. Certified Cheques will be accepted,
Cash shall not be accepted. Submission of proposals:
Complete proposals must be addressed to:
Proposals will be publicly opened on Monday, December 14, 2015 at 2:45 p.m.; in the College's
Conference Room, Valsayn Campus. There will be a pre-submission briefing on Monday, December 7,
2015 at 2:00 p.m. at the College's Conference Room, Valsayn Campus. Only firms purchasing RFP pack-
ages shall be permitted to submit a proposal. Any proposal submitted by a firm that has not purchased an
RFP package shall be rejected as invalid. Please note:
a. Proponents shall bear all costs associated with the preparation and submission of the proposal;
b. Cipriani College of Labour and Cooperative Studies reserves the right to cancel the present tender
in its entirety or partially, without defraying any cost incurred by any firm in submitting its tender.
CIPRIANI COLLEGE OF LABOUR AND CO-OPERATIVE STUDIES
Valsayn Park, St Joseph,
TIPS & TALKING POINTS
Turn your unorthodox career
path into an advantage
When you ve had an unusual career path, moving
to a new job or a new industry can be tricky. You re
more likely to win over a hiring manager if you can
convince him that your varied experiences actually
make you a better candidate. To do that, connect the
dots of your career to create a compelling narrative.
First, identify the themes running through your pro-
Maybe you ve always liked building things or you re
excited about motivating people. Next, ask yourself
what kinds of tasks you like to do. Consider what
you ve enjoyed most in school and at work, and think
about what ties them together. Then craft your story.
Focus on what you re great at, using language that
pulls together your diverse experiences. Explain what
you do well, why you do it and how your past is relevant
to the new job.
(Adapted from "Turning Your Complex Career Path
Into a Coherent Story," by Anna Ranieri.)
Know how to end an
innovation project with grace
"Breaking up" with an innovation project is never
easy, especially if it s an initiative your team still believes
in passionately. But when it s clear that an idea isn t
going to pan out, perpetuating it can sap your organ-
isation s innovation capacity and energy. Here s how
to end a project to produce a positive outcome:
• Compare the results to the goals. If you were clear
from the beginning about what success will look like,
you can collect data to assess whether the project is
still on track.
• Acknowledge what else you could be doing. Don t
be afraid to admit there are other---possibly more
worthwhile---projects your team and resources could
be working on.
• Remind your team of what you ve learned. A failed
project isn t necessarily a waste of time. If you found
a useful vendor or learned how to run a certain type
of experiment, you ve gained valuable knowledge.
(Adapted from "How to Break Up With an Innovation
Project," by Scott Anthony.)
Balance your personal and
professional selves on Facebook
More people use Facebook than any other social net-
work, which means that you need a Facebook strategy
for your career. This is especially true since we usually
use our personal accounts when we re on it. Here are
some tips for managing your personal account in relation
to your professional identity:
• Use your lists. Creating different lists for different
groups of people --- co-workers, friends and professional
contacts, for example --- helps you keep track of whom
you re sharing things with.
• Target each post. Before you hit "Enter," double-
check who will be able to see it. Should the post be
public? For a specific list? For only you?
• "View as colleague." Use Facebook s "view as"
feature to see what your profile looks like to other people.
Make sure your colleagues, and your boss, see what
you intend them to.
• Change your defaults. If you use Facebook on your
phone, set your default privacy settings to the narrowest
possible audience. It s better to share too narrowly than
(Adapted from "Being Professionally Personable on
Facebook," by Alexandra Samuel.)
Know how to manage,
motivate independent contractors
Managers want to do right by their people, but the
expectations are different when you re managing con-
tractors. How do you motivate and engage people who
aren t full employees?
• Understand what they want. Ask your contractors
why they re interested in working for your company.
Knowing what they re hoping for in the assignment
will help you understand them.
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