Project Management for Executives And Those Who Want to Influence Executives
Lingua: inglese
Editore: iUniverse, 2011
- Brossura
- Nuovo
Da: PBShop.store US, Wood Dale, IL, U.S.A.PBShop.store US
Venditore AbeBooks dal 7 aprile 2005
Condizione: Nuovo
EUR 18,01
Quantità: Più di 20 disponibili
Aggiungi al carrelloDescrizione dell’articolo da parte del venditore
New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.
Codice articolo L0-9781462061587
- Titolo
- Project Management for Executives And Those Who Want to Influence Executives
- Autore
- Houseworth, Steve
- Editore
- iUniverse
- Anno di pubblicazione
- 2011
- Condizione
- New
- Rilegatura
- PAP
- Lingua
- inglese
- ISBN 10
- 1462061583
- ISBN 13
- 9781462061587
- Peso dell'articolo
- 277 grammi
"Riassunto" può appartenere a un’altra edizione di questo titolo.
Estratto. © Ristampato con autorizzazione. Tutti i diritti riservati.
PROJECT MANAGEMENT FOR EXECUTIVES
and Those Who Want to Influence ExecutivesBy STEVE HOUSEWORTHiUniverse, Inc.
Copyright © 2011 Steve Houseworth, PhD, PMPAll right reserved.
ISBN: 978-1-4620-6158-7
Contents
Introduction: Read Me First:..........................................ixSection 1: Perspectives...............................................1Chapter 1: Basic Principles...........................................1Chapter 2: Contrasting Perspectives...................................6Chapter 3: Projects as an entity......................................18Chapter 4: Characteristics of Successful Projects.....................22Section 2: The Look of Success........................................27Chapter 5: What a Successful Project Looks Like.......................27Chapter 6: Key Success Factors........................................33Chapter 7: Create Your Success Framework..............................45Chapter 8: Slogans and Handles........................................51Section 3: Facilitating Success.......................................57Chapter 9: Soft Skills Rule...........................................57Chapter 10: Knowledge Area Topics.....................................66Chapter 11: Managing by Metrics.......................................79Chapter 12: Methodologies.............................................90Closing Comments......................................................95Appendices............................................................97HELPFUL TOOLS.........................................................97Index.................................................................101
Chapter One
Basic PrinciplesThese basic principles are sprinkled throughout the book, but I feel they are so important that I wanted to present them right up front. This also makes finding and reviewing them quite easy. So, here you are.
Adding value / Delivering value
Project management was not ordained by God or fashioned from the big bang via subatomic particles. Project management is a completely contrived human endeavor that is intended to add or deliver value. This deserves emphasis because I know that project management has in many industries been a key buzzword for the past couple of decades. Some implement project management rigidly as in "This is THE only way to run projects." In other organizations project management has become ubiquitous; considered like part of the furniture. "Oh, just pull that convenient risk assessment unit over here while we talk about work." "No, no! Don't grab that change management unit. It has squeaky springs, is uncomfortable and people get wrankled over the decisions it forces us to make."
Project management as a completely contrived human endeavor has evolved and is intended to add value by completing work. No one way exists to implement it. In fact, if you can deliver value without it – Great! If your organization has difficulty delivering value, or meeting timelines, or fixing a lot of defects after delivery, etc. then project management implemented well can help.
As an executive you are in an ideal position to actively contribute to adding and delivering value.
Providing what is needed to add value
I like to emphasize that the component parts of project management are included because they work! As a completely contrived human endeavor, change management is included because it works, even if people get wrankled over the decisions it forces us to make.
Adding value requires certain ingredients and processes. As an executive, you are either willing to provide what is needed to add value or not. You really can't expect to add value through work that requires 5 FTE by providing only 1.5 FTE. I see companies and teams ensure adding value by emphasizing foundational processes like building agreement of the project scope, of defining work packages, of interactions and the need for detailed test plans or verification steps.
As an executive, you are in an ideal position to provide what is needed to add value.
Defining work
Defining work is a basic principle because this ensures everyone understands the work in the same way, i.e. the goals, objectives – everything about it. I present examples of agreement and of disconnects throughout the book because this is so important. I've seen the consequences of this in the form of success and conversely in the form of - as colleagues label it - "swirl".
Don't assume everyone understands things the same way, or even your way. Sometimes you may even need several weeks of a planned and coordinated campaign to explain what is intended, to show how it is valuable and build relationships so that others want to be spokespersons for your campaign.
As an executive you need to ensure the work is defined.
Prioritization
Everything really is a matter of prioritization. Delaying projects because you don't have the capital to invest is a legitimate prioritization. Building labs to conduct research and development is a prioritization over other uses for that money. Deciding to use formal, structured processes to control work, i.e. project management, is a prioritization decision. Providing only 1.5 FTE needed to complete the work requiring 5 FTE is a prioritization. You get the point.
As an executive you need to make prioritization decisions that support delivering value.
Time Exchange to Plan versus Fix
The concept of a time exchange to plan versus fix is one of the most important basic principles I have encountered in every work environment and every industry. This is the embodiment of the adage "never enough time to do things right, but always enough time to do them over again."
The time exchange is the "thought prior to action"; the "ounce of prevention versus the pound of cure." The more time spent up front figuring out how to do the work, how to prevent problems, how to sequence work steps, how to get others to be on your side, the less time is needed to fix problems later.
I developed the explanation of a time exchange after several situations where people said "we don't have time to wait and figure all this out", but they ultimately spent more time pausing the work to figure out what to do next than if they had taken an extra two weeks up front to figure it out. I began to present: "Think of this up front work as a time exchange in which you reduce swirl or time throughout the project by spending as much time as needed planning before you begin the work.
As an executive support the time and effort to figure things out up front, as a time exchange to prevent more time needed to fix problems later.
Planning is real work that provides control
As I just alluded, planning provides a level of prevention and a level of control. However, in many organizations planning seems to be considered not real work. "Why are they spending so much time in meetings, drawing diagrams and writing papers? When are they going to begin the work?"
Well, planning is real work. It is fundamental work that facilitates subsequent work.
Even organizations that spend time planning can have a tendency to plan only up to their psychological comfort level; sometimes not completing inevitable steps. I do like to emphasize that experienced project managers don't need to know a particular subject matter to realize that planning may not be complete or that risks may be inherent. This type of inquiry, discussion, and documentation is real work that both subject matter experts and those experienced in managing work need to do.
As an executive you need to actively support the basic principle that planning is real work.
Managing potential problems, changes and risks
Even the best planning can't anticipate all situations, but it can develop processes to handle situations. This is the basic principle. Throughout the book I present examples of how processes can lead to effective resolutions, even for situations not known earlier.
If your organization does not use processes to handle these type of situations, don't sweat! Project management includes these. Why? Because they work. In fact, a real and practical value of project management are the use of best practices for handling problematic situations like something changing or a potential risk actually happening.
As an executive you need to emphasize and insist that processes be developed and used to manage problems, changes and risks.
Letting the Doers Do! Projects as an Entity.
This basic principle is that projects are worked by dedicated teams whose mission is to complete the scope of work. Once the project is defined, planned, funded, etc. and have what is needed to be successful, the team needs to be supported but not interfered. I like to say that the project is now an "entity" that includes scope, processes, people, funding, etc. As such, let the doers do! One colleague refers to this as "self-directed teams." And I think this is a fairly accurate description. After all, they have everything needed to be successful or, if they don't at least they have processes to manage the things they do need.
Unfortunately, projects are often asked to add pieces of work, to do more with fewer people or money; to shorten testing, etc. These are all examples of change and some changes, like shortening testing, also introduce risks.
As an executive you need to support the project entity by providing what it needs to be successful and let the doers do.
Chapter Two
Contrasting Perspectives.Whether your company is large or small, most of the work is probably organized as projects intended to enhance value or provide new value. Yet projects in many industries either don't complete or complete beyond the established time frame and cost much more than budgeted. This reduces the value the project represents.
Project management truly is all about the work. It is about completing work to add value to your organization. All of your company's processes, metrics, roles, controls, best practices, etc. are focused on one thing: completing work to add value to your organization. Theory and best practices around project management are the result of practical experiences - both good and bad. So with this type of foundation for projects, why should projects not complete and add the needed value to your organization? This book addresses some key reasons. For now, two reasons are:
1. Your understanding of how projects actually operate and
2. Your active involvement with projects.
Now you might ask: "While knowing project management intricacies would be an asset for helping me understand projects, are not project details the responsibility of a project manager? Why should I learn project management?" Excellent point! As an executive, you don't need to know project management intricacies. In fact, they can seem a bit mystifying; like Merlin the magician reciting Latin from his gigantic book of incantations and potions. Rather you need to be able to recognize aspects of projects, such as when someone is changing what the project is supposed to deliver so you can ask questions like: "why is this change happening?" "Who is pushing this or authorizing it?" Similarly, when reading or hearing a project status report you can recognize issues that indicate effective use of time, steps to ensure quality or, recognize a definite risk and be able to ask the team for the steps to mitigate it.
Demystifying Project Management
A key feature of this book is demystifying project management for you. Here is an example of how project management need not be a mystery. Notice the three times recognize is used in the preceding paragraph. Executives without a sufficient "inside out" perspective may not even recognize factors or situations that help or hurt projects. Just being able to recognize such factors will be another tool in your arsenal to add value for your organization.
I'll begin the demystifying process by presenting what I have seen as two somewhat different perspectives of projects by executives and project teams. Often an executive's view of projects is what I call from the "outside looking in." You sponsor work, it gets assigned, you want to monitor status and see results. Conversely, project details are from the "inside looking out" by the people doing the work.
Executives tend to be protective of factors like delivery dates and costs, i.e. when you want work completed and how much it costs. Project teams tend to be protective of their mission – the work they are assigned to accomplish and whether they have the time, people and other resources, and budget. These two perspectives can create substantial disconnects. I want to help you – as an executive - have that project "inside-out" perspective in order to remove this disconnect.
As an executive you probably focus on
• The organizational need for the work or deliverables. • Value to be gained.
• Practical realities of how much time, cost and people you can afford to devote to the work.
In contrast, a project team perspective is that they have been given an assignment – a mission to complete. In order to complete that mission, they need to
• Analyze and plan sufficiently.
• Estimate the time, cost and people needed to do the work.
• Determine dependencies and risks that can hurt the work.
• Have a management champion, like you, to protect their ability to complete the work.
Often, these two perspectives create the need to reach a sweet spot or consensus of what can be delivered for what the organization is willing to provide. At this point, I need to point out that project planning and analysis represent reality – what the subject matter experts have determined is needed to complete the mission. Not understanding this is part of disconnects due to different perspectives.
Here is a graphic illustrating the two perspectives and getting to the "Sweet Spot".
Everything reduces to Prioritization Perspective
Ultimately what projects need to be successful and what your organization provides to the project can be considered a matter of prioritization or importance. How important is the value you want compared to the investment needed to deliver the value?
Based on my experience project teams understand this quite well. In fact as I mentioned, the analysis and planning by projects is specifically to reflect reality then move to reaching the "sweet spot" by showing what can be delivered for what is provided. You may be able to get 70%, 80%, 90% or 100%. I can't assess how well you and other executives in your organization understand this. I simply want to present this as perspective for how to understand projects and view them from the "inside out" so you can get the most value for your organization.
Here is another chart highlighting the underlying issue of prioritization compared to the perspective of executives and projects. Note that these are some things that can happen, not an exhaustive list.
Have you experienced other similar issues that are a matter of prioritization? As an active exercise, take some paper and list situations then reflect on whether these are matters of prioritization?
As another example, one company I worked for readily accepted new work from its sales force with delivery dates that did not consider the company's capacity to complete the work. Evaluating which project was more important, staff vacation schedules, internal support work, etc. was not done. These would just have to work themselves out. The clear message from executives was, the sale/contract is the priority.
Project Flow Perspective
I've heard many people say that project management practices sound good in theory but do not work well in practice. Controls and processes just create paralysis by analysis, too much bureaucracy, etc. I've heard statements like:
"We need to complete work quickly, be agile – you know. We really don't have time to follow project management."
Well, there are two sides to this coin:
• Heads: Don't work carefully enough and costs may continue and may increase well after delivery; whether you deliver a road, software or widget.
• Tails: Add too many processes and your company will spend more time defining and documenting than building the road, software or widget.
I ask people to consider the time spent in planning as a time exchange in which time to fix problems at the end of a project is exchanged to earlier in the project to figure out how to prevent problems. In fact, measurements can be gathered to determine the value of catching a potential problem early rather than fix problems after delivery. This topic is covered in detail in my book "Creating a Project Management Work Environment."
NASA faces risks that may justify the extraordinary time defining processes and documentation. Most other organizations do not face risks of NASA's magnitude. The answer is to have the proper balance for your organization. I also must say that I've seen project management rigor used quite effectively to add value and avoid both paralysis by analysis and the long tail of rework to fix defects. Said another way, project management is a facilitator rather than an inhibitor. This book will help you make project management a facilitator for adding value.
(Continues...)
Excerpted from PROJECT MANAGEMENT FOR EXECUTIVESby STEVE HOUSEWORTH Copyright © 2011 by Steve Houseworth, PhD, PMP. Excerpted by permission of iUniverse, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
"Descrizione articolo" può appartenere a un’altra edizione di questo titolo.
PBShop.store US
Wood Dale, IL, U.S.A.
Venditore AbeBooks dal 7 aprile 2005
Tariffe di spedizione nazionale per U.S.A.
| Articolo | Da 7 a 14 giorni lavorativi | Da 7 a 14 giorni lavorativi |
|---|---|---|
| Primo articolo | EUR 0,00 | EUR 0,00 |
Metodi di pagamento
Descrizione dello Store
We first started out as “The Paperback Exchange,” a chain of physical bookstores where we would part exchange your beloved books for new stories to transport you to faraway places. However, as shopping started to evolve to online shops and marketplaces, we bid our stores goodbye to become “PBShop.” This transition has only allowed us to blossom as we now ship thousands of titles to book lovers across the globe. We pride ourselves in being a community of local book lovers which allows our passion and devotion to shine in everything we do. In 2020 we not only celebrated our 20th birthday but our 1st birthday as being completely employee owned after becoming an E.O.T in September 2019. We are proud to be different and embrace standing apart on a book mountain by working from a virtual inventory which allows us to provide thousands of books that may be difficult to get for your bookshelf or your studies. Working with a number of different suppliers allows us to explore other avenues such as puzzles, sheet music and even stationery so we really do have something for everyone. Life is about being versatile in all realms of existence. If this is your first visit or you are a returning customer, we would like to welcome you to the PBShop family, for there is no friend as loyal as a book. We are a company who put our customers at the centre of everything we do as we understand the importance of reading because once you learn to read, you will forever be free. There are a whole lot of things in this world of ours that we are yet to explore, which is why we will forever inspire curious minds.…
Specializzazione
Hardbacks, PaperbacksInformazioni sull’azienda del venditore
Pbshop.co.uk Ltd
Unit 22 Horcott Industrial Estate, Horcott Road
Fairford, Regno Unito GL7 4BX
Condizioni di vendita
Returns Policy
We ask all customers to contact us for authorisation should they wish to return their order. Orders returned without authorisation may not be credited.
If you wish to return, please contact us within 14 days of receiving your order to obtain authorisation.
Returns requested beyond this time will not be authorised.
Our team will provide full instructions on how to return your order and once received our returns department will process your refund.
Please note the cost to return any unwanted order to us is borne by the buyer.
Should your order arrive damaged, not as advertised or faulty, we must be advised of this within 14 days of delivery. Please contact us so we can find the best solution for you.
Our Customer Care Team can be contacted via emailing paperback-us@paperbackshop.co.uk, or by calling our UK Office on +441285 712 917. We are available 9:00am till 5:30pm GMT weekdays and 9:00am till 1:00pm GMT on Saturdays.
Diritto di recesso
Se sei un consumatore puoi recedere dal contratto in conformità con quanto segue. Per Consumatore si intende qualsiasi persona fisica che agisce per scopi estranei alla propria attività commerciale, imprenditoriale, artigianale o professionale.
Informazioni sul diritto di recesso
Diritto legale di recesso
Hai il diritto di recedere dal presente contratto entro 14 giorni senza fornire alcuna motivazione.
Il periodo di recesso scade dopo 14 giorni dal giorno in cui tu o una terza parte, diversa dal vettore e da te indicata, acquisisce il possesso fisico dell'ultimo bene o dell'ultimo lotto o pezzo.
Per esercitare il diritto di recesso, compila e invia elettronicamente una dichiarazione esplicita sul nostro sito Web, alla voce “I miei acquisti” nella sezione “Mio account”. Ti comunicheremo senza indugio una conferma di ricezione di tale recesso su un supporto durevole (ad es. via e-mail).
Per rispettare il termine di recesso, è sufficiente inviare la comunicazione relativa all'esercizio del diritto di recesso prima della scadenza del periodo di recesso stesso.
Effetti del recesso
In caso di recesso dal presente contratto, ti rimborseremo tutti i pagamenti ricevuti, compresi i costi di spedizione (ad eccezione dei costi supplementari derivanti dalla tua eventuale scelta di un tipo di spedizione diverso dal tipo meno costoso di consegna standard da noi offerto).
Potremo effettuare una detrazione dal rimborso per la perdita di valore dei beni forniti, qualora tale perdita sia il risultato di una manipolazione non necessaria da parte tua.
Eseguiremo il rimborso senza indebito ritardo e non oltre 14 giorni dal giorno in cui saremo informati della tua decisione di recedere dal presente contratto.
Il rimborso sarà effettuato utilizzando lo stesso mezzo di pagamento da te usato per la transazione iniziale, salvo che tu non abbia espressamente concordato altrimenti; in ogni caso, non dovrai sostenere alcun costo quale conseguenza di tale rimborso.
Possiamo trattenere il rimborso finché non avremo ricevuto i beni oppure finché non avrai fornito la prova di averli rispediti, a seconda di quale condizione si verifichi per prima.
Dovrai rispedire i beni o consegnarli a PBShop.store US, Springfield Gardens, New York, U.S.A., +44 1285 712917, senza indebito ritardo e, in ogni caso, entro 14 giorni dal giorno in cui ci hai comunicato la tua volontà di recedere dal presente contratto. Il termine è rispettato se rispedisci i beni prima della scadenza del periodo di 14 giorni. I costi diretti della restituzione dei beni saranno a tuo carico. Sei responsabile solo della diminuzione del valore dei beni risultante da una manipolazione diversa da quella necessaria per stabilire la natura, le caratteristiche e il funzionamento dei beni stessi.
Eccezioni al diritto di recesso
Il diritto di recesso non si applica a:
- La fornitura di giornali, periodici o riviste ad eccezione dei contratti di abbonamento; e
- La fornitura di contenuto digitale non fornito su un supporto materiale (ad es. su un CD o DVD), se al momento dell'invio dell'ordine hai accettato l'inizio dell'esecuzione e hai riconosciuto che non avresti potuto recedere una volta iniziata l'esecuzione.
Condizioni di spedizione
Books are shipped from our US or UK warehouses. Delivery estimates allow for delivery from either location.
Privacy e sicurezza
PRIVACY POLICY
We are committed to protecting the privacy and security of personal data. This policy tells you how we will collect and use your personal data, and what you should expect in respect of the personal information about you that we have collected.
We are PBShop.co.uk Limited (registered in England & Wales with Company No: 9366362). Our registered office is at Swatton Barn, Badbury, Swindon, SN4 0EU, United Kingdom.
The person with responsibility for our data protection compliance is the Managing Director and they can be contacted via email at help@pbshop.store.
We are the data controller of the personal data that we keep and use, and we are therefore responsible for making sure that our systems, processes and people comply with the relevant data protection laws in respect of that personal data.
We will act in respect of personal data to comply with the six principles of the General Data Protection Regulation (“GDPR”), which are:
Lawfulness, fairness and transparency;
Purpose limitation;
Data minimisation;
Accuracy;
Storage limitation;
Integrity and confidentiality.
You have rights in respect of how your personal data can be processed; these include the right to request:
a copy of your personal data;
that inaccurate data is rectified; and
that your personal data is, in certain circumstances, erased or restricted.
You have the right to complain to the Information Commissioner, which you can do by contacting the Information Commissioner’s Office (ICO) directly. Full contact details, including a helpline number, can be found on the ICO website (www.ico.org.uk). This website also has useful information on your rights and our obligations. However, please raise any concerns or issues with us first so that we may deal with this as quickly as possible for you.
COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
We collect and process data for the following reasons:
personal data collected and created in relation to our selling books and other items; and
personal data relating to our people (which means those people working for our company, or providing services to us, or potentially working or providing services to us, including employees, consultants, temporary or casual workers and contractors).
All of our people are required to abide by our Privacy Policy when handling personal data, and are provided with appropriate data protection training. Any breach of data protection will be taken seriously, and may result in disciplinary action.
Selling books and other items
COLLECTION:
We will collect personal information which may include names, addresses and other information for our customers. This will be done for the management of the commercial relationship with our customers.
We may collect this personal data from you directly, and also from third parties, including publicly available third party sources. Additional personal data will be collected as it is created by or supplied to us in the course of anything we do for you.
USE:
We will use the personal data in the course of making sales and to comply with requirements that we are required to undertake.
We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:
in performance of a contract (the agreement to sell books and other items); and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be far less common:
where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
DISCLOSURE:
We may share personal data with third parties as is necessary in the sale of books and other items, including to third party providers who deliver services to support the operation of our company.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.
RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. Normally, our retention period for personal data collected for this purpose is a minimum of 6 years after the end of the period that we are selling books and other items.
Our people
COLLECTION:
We will collect names, addresses, contact details, education and employment history, identity and other background checks (which may include appropriate criminal and financial checks and confirmation of the right to work in the UK), marital status and information on next of kin and dependents, financial information (such as bank details and NI numbers), date of birth, gender, a copy of your passport and driving licence, performance information and compensation history, recruitment information (including references), salary, benefits, pension and annual leave information, disciplinary and grievance information, photographs, information about your use of our information and communications systems and CCTV footage or other information obtained through electronic means.
We may collect and use special categories of personal data as required in the carrying out of obligations and exercising specific rights of us or the data subject in the field of employment. This may include information relating to matters such as health, racial origin, religious belief and offences or alleged offences.
Personal data may be collected from you during the selection process (for example via your application form and CV) and during your employment (including holiday forms, expense claims, performance reviews, any disciplinary or grievance processes), or from third parties, including referees, health service providers, background check providers.
USE:
Personal data of our people will be used for HR administration and management, both in respect of the selection of people to work for us (including suitability, eligibility and/or fitness to work), and those who do work for us, to include learning and development, disciplinary and security (of people, offices and data) requirements, providing and liaising with benefits providers, business management and planning (including accounting and auditing), paying you and dealing with tax and NI deductions, assessing and deciding on salary reviews and compensation, conducting performance reviews and managing performance, dealing with legal disputes involving you or others, preventing fraud, monitoring your use of our information and communications systems, ensuring compliance with our policies, and equal opportunities monitoring.
We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:
In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:
where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.
In respect of special categories of personal data, we may process this in the following circumstances:
in limited circumstances with your explicit written consent; and/or
where we need to carry out our legal obligations and in line with our policies; and/or
where it is needed in the public interest (such as for equal opportunities monitoring or in relation to our occupational pension scheme), and in line with our policies; and/or
where it is needed to assess your working capacity on health grounds, subject to appropriate confidentiality safeguards.
Less commonly, we may process this type of information where it is needed in relation to legal claims or where it is needed to protect your (or someone else’s) interests and you are not capable of giving your consent, or where you have already made the information public. We may also process such information about our people (or former people) in the course of our legitimate business activities with the appropriate safeguards.
The special categories of personal data may be used in the following ways:
in relation to leaves of absence, to comply with employment and other laws;
in relation to your physical or mental health, or disability status, to ensure your health and safety in the workplace and to assess your fitness to work, to monitor, manage and administer benefits and absences;
in relation to your race, national or ethnic origin, religious, philosophical or moral beliefs, or your sexual life or sexual orientation, to ensure meaningful equal opportunity monitoring and reporting.
DISCLOSURE:
Personal data may be transferred to service providers who support the operation of our business (such as payroll service providers), to other third parties reasonably necessary in the conduct of our business (including insurers, professional advisors, regulators). These third parties may be acting as processor, or controller of personal data in their own right.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.
RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. We will normally keep personal data of applicants who we do not employ for six months after we receive it.
We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.
Changes to your personal data
It is very important that the personal information that we hold about you is accurate and current. Please tell us if your personal information changes during your relationship with us.
Data Security
We have put in place measures to prevent your personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. In addition, we limit access to your personal data to those of our people and other third parties who have a business need to know. They will only process your personal data on our instructions and where they have agreed to treat the information confidentially and to keep it secure. We have put in place procedures to deal with any suspected data security breach and will notify you and the ICO of a suspected breach where we are legally required to do so.
Where we store your personal data
We principally store data, both electronically and on file, at our office.
Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.
Your rights
Under certain circumstances, you have the right by law to request:
access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
Links from our website
Our website may, from time to time, contain links to and from the websites of third parties that we permit to make such links. If you follow a link to any of these websites, please note that these websites have their own privacy policies and that we do not accept any responsibility or liability for these policies. We recommend that you check these policies before you submit any personal data to these websites.
CHANGES TO THIS PRIVACY POLICY
Any changes we may make to our privacy policy in the future will be posted on our website, so please ensure that you are viewing the correct version.
Please contact us if you have any questions, comments or requests regarding this Privacy Policy.
Last amended May 2021.