Home' Trinidad and Tobago Guardian : January 21st 2014 Contents B19
Tuesday, January 21, 2014 www.guardian.co.tt Guardian
Balou Engineering, Construction & Maintenance Services
Limited is seeking to fill the following vacancies:
• PROJECT MANAGER
• MECHANICAL ENGINEER
• CIVIL ENGINEER
• INDUSTRIAL ENGINEER
• ELECTRICAL ENGINEER
• QA/ QC TECHNICIAN
BSc in the required field of work or equivalent
3-5 years' experience in the Construction
Competent in use of computer, particularly
Microsoft Office suites and other construction
Ability to work with little direction and supervision
Effective administrative and organizational capacity
Good interpersonal skills and able to work with
others in a team environment towards specified
goals and objectives
Applications received after January 31st 2014 will not be
considered. All interested persons can submit their CVs
via email to firstname.lastname@example.org or mail to #79 Old
Racecourse Road, Union Park West, Marabella.
To manage, prepare and present financial data; to suggest, strategize
and implement processes and systems for quick and accurate
information retrieval; to lead and mentor junior staff to develop and
achieve full potential.
Qualifications and training
• Accounting Degree or ACCA qualification
• At least five years of relevant work experience in a Management
or Supervisory position.
• Good oral and written communication skills
• Ability to work as part of a team
• Excellent analytical and numerical abilities.
All applications must be submitted by email to:
or mail to
Caribbean Safety Products Limited
No later than January 31st2014
Unsuitable applications will not be acknowledged 0107007
Bosses of knowledge workers are often knowledge
workers themselves. This makes the role of coach even
more important. Develop a coaching relationship in
which you give knowledge workers the freedom and
support they need to do their work.
Explain the big picture
Knowledge workers often need to know "why" as
much, if not more, than they need to know "what."
Don t ask knowledge workers to improve a product s
design without telling them why it needs improving---
and how the improvements will benefit the performance
of the company. When knowledge workers understand
why, they re more likely to offer solutions that are
innovative and insightful.
This deeper insight often leads to an increase in
"connectedness." The more connected knowledge work-
ers feel to a project, the more motivated they re likely
to be. Greater motivation means more collective brain-
power that will be used to make the project a success.
To ensure high motivation levels, you may have to
consider carefully which projects you assign to knowledge
Find out what their interests and goals are, and then
aim to align those to the work they do within the
organisation. Be willing to customise projects to a
knowledge worker s interests.
Get creative with performance metrics
Knowledge work is mostly unseen, and therefore
difficult to measure. You can t watch knowledge being
created in the same way as a physical, tangible product.
With knowledge work, it s the final output that matters,
and the steps along the way are often less important.
Because it s almost impossible to measure the inputs,
look instead at the outputs, and decide which results
are most important to your organisation.
For example, a marketing company might decide
that campaign awards are the most valid measurement
Obtaining patents might be the measurement system
in product development companies. Results of partic-
ipant evaluations might be the determining factor used
in training companies. (Be careful here not to reward
quantity at the expense of quality; one spectacular
success may be worth many middle-ranking ones.
Also, be flexible in the way you apply metrics so that
you don t end up motivating perverse behaviours.)
By looking at what s most valuable in terms of output,
you can usually identify some key performance indi-
cators. Remember to make sure these indicators are
tied to the "big picture" that you communicated ear-
lier.When you re happy with a set of performance met-
rics, experiment with changes that are designed to
For example, if you introduce a new technology,
evaluate how it impacts performance. Or, if you change
the layout of the workspace to improve collaboration
among knowledge workers, measure before-and-after
results to determine how successful the change has
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