FacilityBlog from Today's Facility Manager: The First Facility Management Blog

When Employees Criticize Supervisors

2008-04-10T09:24:00.003-04:00

You've likely had coworkers complain to you about a fellow staffer, but how you handle these negative comments and complaints impacts your working relationship with your supervisors and your professional image in the office. Here are some suggestions for handling criticism of supervisors appropriately in various situations:

When you're standing in for a superior at a meeting: If attendees decide to air complaints about the supervisor during a meeting, you need to respond as effectively as possible. Take time to find out the reason for their anger, answer questions, clear confusion, and explain his/her position. Your overall mission is to support your superior.

When you're in a social atmosphere: Social gatherings are sometimes a popular forum for office gossip. When the gossip is about a superior, steer the conversation in another direction. If you're not able to change the subject, simply excuse yourself from the discussion.

When you're at work: Whether you overhear comments or colleagues complain to you directly, gather the information and try to find out as much as you can in order to respond appropriately.

While it's necessary to support your supervisor when others criticize him or her or spread gossip, you should make him or her aware of what's going on when:

The criticism or gossip stirs up professional issues. For instance, gossip may be circulating around the office that could tarnish a supervisor's professional image.
Your supervisor is able to take steps to correct the complaints or criticism.
You're able to take corrective action to stop the criticism.

WEIRD WEDNESDAY: Managing Workplace Weirdness

2008-04-09T11:03:00.004-04:00

Is body odor protected by freedom of religion?
Which restroom should a trans-sexual use?
May the receptionist moonlight as a stripper?
Can I wear the same outfit to work every day?
Is it still sexual harassment if I take advantage of it?

While it may surprise you to learn about some of the strangest HR questions, it won't surprise you to find out that there's someone making a living out of providing answers to these questions. John Putzier, M.S., SPHR, author of Weirdos in the Workplace! The New Normal...Thriving in The Age of the Individual, published by Financial Times Prentice Hall, points out, "The workplace is a microcosm of society, and as goes the world, so goes the workplace. We have moved from the Age of the Organization Man (the 50s and 60s) when people were "normal," to the Age of Diversity (the 70s and 80s) defined by law, to the Age of the New Economy (the 90s) when new workers thought they could have it all, to the Age of the Individual (going on right now) where it's every man (and woman) for him/herself.

Chapters in the book include:

Walking Art
Carpal Tunnel Crapola
Pets are People Too
Helen the Hypochondriac
Long Live the Confederacy
Feng Shui Phoebe

The book also offers tools, techniques, and organizational change ideas for organizations in search of weirdness solutions.

To order a copy of Weirdos in the Workplace, click this link.

A Kinder, Gentler Workplace By Decree?

2008-04-08T10:10:00.006-04:00

A new book asserts that a contract outlining “Standards of Behavior” boosts morale, customer satisfaction, and profitability. Quint Studer, author of Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top (Wiley, October 2007, ISBN: 978-0-471-75729-0), says that if you assume there's nothing you can do about all-too-human flaws and foibles that occur in the workplace, think again.

Studer, head of the Studer Group, offers the following examples: Consider the things your employees do that you wish they wouldn't. Allison, for instance, chews gum—loudly—when she's on the phone with customers. Calvin consistently forgets to turn off his cell phone at critical times. (Last week it burst into a rousing chorus of It's a Small World during an important meeting with potential investors from China.) And Joshua's tendency to aggressively share his religious and political views creates a palpable tension in the office, particularly during election season. None of them are bad employees, but they do have bad habits that irritate customers and coworkers alike.

"Don't assume people will feel that you're infringing on their rights when you create a set of behavioral rules," says Studer. "Most of them are as irritated by the offenders as you and your customers are. Besides, most people appreciate having 'official guidelines'—it eliminates their own confusion as well as that of their coworkers."

Common sense is a subjective concept, depending in part on an individual's background. Still, it's very important that every employee display behavior that's consistent with company standards and aligned with desired outcomes.

Studer recommends that organizations develop a "Standards of Behavior" contract and have everyone, from CEO to receptionist, sign it. This document can address any and all aspects of behavior at work: from interaction with clients to phone etiquette to "good manners" (knocking on doors) to "positive attitude" markers (smiling or saying thank you).

Studer offers the following tips in creating a “Standards of Behavior” contract:

* Seek input from all employees in creating the document. Put together a "Standards Team" to spearhead the initiative and create the first draft. Just be sure that everyone has a chance to review the document and provide input before it's finalized. Do not have Human Resources write it and impose it on everyone else. You want to create buy-in, and that requires companywide participation.

* Align desired behaviors with corporate goals and desired outcomes. Before you start writing, take a look at your organization's long-term goals and areas that need improvement. You must be able to measure the success of your standards by seeing an impact in many of the key metrics of your operation, whether those are increased customer satisfaction, reduced rejects, or other measures.

* Be crystal clear and very specific in your wording. Don't write "Display a positive attitude." Do write "Smile, make eye contact, and greet customers by name." Don't worry about insulting people's intelligence. Sometimes people really, truly don't know what is appropriate behavior and what isn't. For instance, if you don't want common "slang" phrases used with customers, you need to identify them right up front. One Standards of Behavior document created by a Studer client contains the phone etiquette directive: Avoid phrases like "OK," "Yeah," "Hold on," "Honey," and "See ya."

* Hold a ceremonial Standards of Behavior "roll out." Once you have finalized your Standards of Behavior document, it's time to implement it. Hold an employee forum or companywide meeting in which you introduce the standards and distribute pledges for everyone to sign. You might want to create an event around your CEO and leadership team signing the pledge. You may even hold activities designed to educate employees about some of the points. Make it fun. But do have everyone sign a pledge—it's amazing how much more seriously people take rules when they've signed on the dotted line.

* Hold people accountable when they violate a standard. Make sure all employees know they'll be held accountable for the behaviors outlined in the Standards of Behavior document. Then, just do it. How you hold them accountable is up to you. Sometimes a simple meeting in which you show an employee the signed pledge and point out her error is sufficient. Other times, you might need to write her up or take more drastic disciplinary measures. But one thing is clear: The Standards of Behavior pledge gives you something to hold people accountable to. It's worth implementing for that reason alone.

* Create a designated "Standard of the Month." Every month, highlight a specific standard. This will boost awareness of the standards in general and will get people thinking about how that specific one applies to their daily lives. Let's say, for example, that you decide to focus on your policy for dealing with disgruntled customers. At the beginning of the month, a "reminder" e-mail detailing the policy is sent out. Next, you might ask employees to write up real-life or hypothetical scenarios in which they must deal with angry or dissatisfied customers. Finally, you might hold a companywide forum in which you recruit people to "act out" both sides of a conflict: the disgruntled customer and the employee trying to soothe her. Not only is this fun and often hilarious, it can be a valuable learning tool, as it forces people to see both sides of an issue.

* Update the Standards of Behavior. The standards are dynamic and will need to be updated from time to time. One or two directives may not work as intended and may need to be changed. You may also discover new standards that need to be added as your company grows and evolves in new directions. Make changes as necessary. Your Standards of Behavior should be a "living document" that serves your company...not the other way around.

* Have new applicants sign it right up front. Before you even interview prospective new employees, have them read and sign your Standards of Behavior. You will be able to eliminate people from the race up front if they visibly balk at conforming to your corporate culture. But more important, when you do hire someone, there will be no doubt in his mind what you expect of him. If he is going to have trouble meeting your standards, you will probably know during the initial "probationary" period.

"You may worry that enforcing Standards of Behavior will create a company of robots—a company in which human differences are discouraged in favor of mindless conformity," Studer writes in the book. "That is not true! An office unified by agreed-upon standards is a far more pleasant place to work. Plus, individual responsibility flourishes, because it's clear what everyone's responsibilities are. That contributes to an environment of fairness, cleanliness, and good manners—and happy customers who keep coming back for more."

Does your workplace need this type of contract? And, more importantly, would you and your colleagues be willing to sign up for such a document?

About Quint Studer
Studer formed Studer Group®, an outcomes firm that implements evidence-based leadership systems that help clients attain and sustain outstanding results. He is the author of Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference; 101 Answers to Questions Leaders Ask; and Wall Street Journal bestseller Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top.

Annual Lottery Open for Skilled Foreign Workers

2008-04-07T10:32:00.004-04:00

The Vermont Service Center in Saint Albans, VT, is busy processing new H-1B Specialty Occupation Applications for non-citizen workers employed in the U.S. This year, the cap for H-1B visas will remain at the pre-1997 limit of 65,000 total work visas. Responding to an information technology boom, Congress increased the number of visas to 195,000 for the fiscal years 2001 – 2003 only.

For more on the Immigration issue, read March's TFM article, "Immigration IS A Facility Mangement Issue" by Neville Cramer or hear him speak by registering for his session at The TFM Show.

The American Immigration Lawyers Association (AILA) expects more than 150,000 H-1B applications to be submitted. For the last five years, the skilled foreign worker cap has been exhausted before the fiscal year began. With only 58,200 of the FY2009 quota of 65,000 visas being available to most nationalities, fully qualified applicants face about a 30% chance of their applications being accepted for adjudication.

“Generally, the U.S. economy needs 160,000 to 170,000 skilled foreign workers at times of modest growth; that number jumps to about 200,000 in booming times. During the tech bust of 2002-2003, there were still 130,000 H-1B applications,” notes Robert Loughran, managing shareholder for Houston-based Tindall & Foster, P.C. and national liaison between AILA and the Vermont Service Center. “In today’s marketplace, leading companies are built by attracting top notch talent from across the globe; this is especially true in technology, design work, programming, engineering, and higher education.”

H-1B is the broadest non-immigrant visa category enabling United States employers to sponsor foreign workers in occupations requiring university degrees. Employers must prove that workers use advanced, specialized knowledge in one of many degreed areas, including architecture, engineering, mathematics, physical sciences, social sciences, medicine and health, education, law, accounting, business specialties, theology, and the arts.

A March 3 survey report issued by the Society for Human Resource Management (SHRM), the world’s largest human resource management association, found that 25% of the 600 U.S.-based respondents recruit foreign nationals because of an inability to find qualified in-country candidates. Nearly two-thirds of SHRM members reported that they are just as likely to hire foreign nationals now as compared to two years ago.

Under current regulations, workers hired under an H-1B visa must earn a “prevailing” wage when compared to U.S.-born employees with similar credentials as determined by the Department of Labor. Employers are not allowed to charge-back the bulk of the filing fees and the wage must be high enough so that any allowable charge-backs do not push a H-1B applicant’s earnings below the market wage. In most cases, it costs employers thousands of dollars to hire foreign workers when competent candidates are not available.

A recent study by the National Foundation for American Policy (NFAP) evaluated U.S. Department of Labor H-1B visa filings and year-by-year job totals for 76 S&P 500 technology companies between 2001 and 2005. NFAP research concluded that for each H-1B visa requested by a corporation, overall American hires climbed an average of five employees. In smaller companies, the group estimated that seven new American employees were hired for every H-1B application submitted. The study also noted that insufficient numbers of visas are forcing many companies to send would-be U.S. jobs offshore.

“The H-1B visa cap was set by 1990 legislation, before the shift to an information-based economy and the longest period of ‘full’ employment. Elected officials have hesitated to address the quota system, technical U.S. jobs have moved offshore and corresponding well-paying support positions have been lost, perhaps indefinitely,” said Loughran. “The existing system of skilled visa designations is complicated and difficult to re-tool; the only readily available solution to keep domestic jobs is to raise the H-1B cap.”

New Guide To Great Workplaces

2008-04-03T10:19:00.004-04:00

With an uncertain economic future as backdrop, the Families and Work Institute has announced the release of its new 2008 Guide to Bold New Ideas for Making Work Work. Featuring the latest winners of the Alfred P. Sloan Awards for Business Excellence in Workplace Flexibility, the Guide details the latest and most innovative trends in workplace practices, based in large part on employees’ ratings.

To download a copy of the guide, click here: boldideas.pdf

The initiatives highlighted in the Guide were culled from the 129 award-winning organizations located in 24 communities—representing 30% of the U.S. population. They reveal that successful employers use tenacity, innovation, and bold approaches to attract, engage, and retain quality employees and to help their organizations thrive in changing times. The write-ups in the Guide underline the many positive business impacts of providing a flexible and effective work culture, and point to positive impacts on the surrounding community as well, from reducing traffic congestion and going green to supporting volunteerism.

From employers of all sizes and industries, the employers in Bold New Ideas present a roadmap to creating successful workplaces. Among the organizations in the Guide:
• 1-800 CONTACTS, a direct-to-consumer contact lens business in Salt Lake City, has invested in a phone switch that lets call center staff take calls and handle even the most complex orders at home. Now, half of its 720 employees no longer commute to the center and turnover rates are below one third of the national average for call centers.
• VCU Health System in Richmond, VA, with 7,650 employees, which has created new ways to address the attract and retain nurses—who are in chronic shortage—by providing flexible self scheduling, reduced workweeks, and a Weekend Scholars program. The result: 90% of employees would recommend VCUHS as a place to work.
• Nortel, a communications technology company in Dallas, TX with 3,000 employees, uses its own “TelePresence” solutions to bring people in remote locations together with a life size, full motion cinematic view of the participants. As a result, air travel and long hours have been vastly reduced.

“One finding is immediately clear from the recent Alfred P. Sloan Award Winners: necessity drives invention,” says Ellen Galinsky, president and co-founder of Families and Work Institute. “Even in the face of deepening economic adversity, employers in communities across the United States are reinventing work. The employers highlighted in this Guide are blazing a path to the successful workplace of the future, positioning themselves for long-term sustainability through all the fluctuations of the economy.”

Some of the key top-line findings from these award-winning companies include:

Employees are having input into decision making and managers are listening;
Employees are having many opportunities to be challenged, to learn and to upgrade their skills;
The career ladder is being replaced with flex-careers; and
Technology is being used creatively—not to cause overwork, but to provide flexibility;
Flexibility is enabling employees to have time with the important people in their lives;
Employees have opportunities to contribute to their communities;
Employees are encouraged to take good care of themselves; and
Employees are accountable for results.

The Alfred P. Sloan Awards for Business Excellence in Workplace Flexibility are part of When Work Works, a national project on workplace effectiveness and flexibility sponsored by Families and Work Institute in partnership with the Institute for a Competitive Workforce, an affiliate of the U.S. Chamber of Commerce, and the Twiga Foundation.

Free LONMARK Classes at The TFM Show

2008-04-02T11:00:00.006-04:00

In just a few weeks, LONMARK will be offering a series of FREE educational sessions in Chicago to help fms adapt to this rapidly changing industry. These classes will be held in conjunction with The TFM Show, set for April 23 to April 24 at the city's Navy Pier.

The free classes will give attendees the latest information on creating integrated solutions, implementing green and sustainable buildings, winning more jobs through integration, and leveraging utilities demand response programs. The schedule includes the following sessions:

Wednesday, April 23, Room 203

8:00am – 8:50am: Energy Efficiency Through Intelligent Control
9:00am – 9:50am: The Role or Controls in Green Buildings
2:30pm – 3:20pm: Total Facility Control—A Case for Integrating Open Systems Solutions
3:30pm – 5:00pm: The Open Systems Quandary: Are you Getting What you Paid for?

Thursday, April 24, Room 203:

8:00am – 9:30am: Master Planning and the Master Systems Integrator (Panel Session)

The program will conclude with a Professional Certified Testing Program, held on Thursday, April 24 from 2:30pm - 5:30pm. Preregistration for the test is required. To sign up for the test, visit this link.

To register for The TFM Show, click this link.

Lack of Corporate Support Hinders Safety Programs

2008-04-01T09:16:00.004-04:00

When asked what were the top six issues facing the safety and health profession today, members of the field ranked lack of C-suite support for occupational safety, health, and environmental (SH&E) initiatives as the number one issue.

In addition to lack of corporate buy in, the other top six issues facing the safety, health, and environmental profession are:

the aging profession/workforce;
lack of resources;
the need for more safety training and the need to increase a safety professional's ability to market his/her value/improve the "enforcer" image (a two way tie);
globalization without safety education and not enough time or funds for professional development (also a two way tie); and
a shortage of SH&E college programs, increased job demands/job burnout, and outdated PELS (a three way tie).

Survey participants observed a need for increased CEO and supervisory support of SH&E initiatives, one noted, "the top dog should hold employees accountable and businesses must integrate safety into the overall business plan."

Many survey participants feel there are not enough safety professionals being developed to meet the high demand for those with 10 to 15 years of experience, a demand expected to increase rapidly as "boomers" retire. Many also noted a lack of college programs to provide students with the training needed to enter into the SH&E profession.

Another noted, "Employers do not dedicate enough resources for safety training and tools, something that is very much needed in all industries." Others said SH&E professionals must take control and educate their co-workers, corporate management, contractors, and vendors of the value the SH&E professional provides and to go beyond the minimum. One noted, "We must improve our 'enforcer' image."

Another issue noted was the feeling of being overworked and stressed out. Some also noted a need to increase the availability of information on international safety rules and regulations.

Note: for those of you looking for an April Fools post on FacilityBlog, check out this one from the archives.

ASHRAE and USGBC Co-Sponsor Fellowship In Washington, DC

2008-03-28T09:30:00.005-04:00

Applications for the one year fellowship are due May 1, 2008.

The American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) and the U.S. Green Building Council (USGBC) have joined forces to sponsor the one year fellowship in Washington, DC that will allow the participant to work in the federal government in a technical advisory role. Members of ASHRAE or USGBC may apply.

Possible placement areas include Congress; a federal agency such as the Department of Energy, Environmental Protection Agency or the General Services Administration; or the White House Office of Science and Technology Policy.

“Federal government fellowships provide a valuable public service to the nation while at the same time providing engineers and scientists with a unique opportunity to participate directly in the policy-making process,” says Doug Read, ASHRAE program director of government affairs. “This is an exciting, rewarding, and educational period in their professional careers. This enriching experience enables fellows to bring back to their employers an insider's perspective on government decision making that can contribute significantly to the mission and vision of the organization.”

“The fellowship is designed to educate participants on the inner workings of federal policy-making,” said Jason Hartke, director of public policy, U.S. Green Building Council. “The fellowship is an opportunity to provide scientific guidance and analysis to decision-makers, and to increase the visibility and involvement of scientists and engineers in the public policy arena.”
The fellowship runs from September through August 2009, and an orientation is conducted through the American Association for the Advancement of Science. A $50,000 stipend will be provided to the selected fellow.

Candidates should possess a doctoral or other terminal degree in engineering or another building-related scientific discipline. Final placement of the selected fellow depends on the needs of the government offices and agencies at the time as well as on the skills and experience of the applicant.

The deadline for applications is May 1, 2008. ASHRAE or USGBC members interested in applying for the fellowship should contact Doug Read, ASHRAE program director of government affairs, at 202-833-1830 or dread@ashrae.org.

Luxaire Contributes To Make-A-Wish Foundation

2008-03-24T09:38:00.003-04:00

Luxaire Heating and Air Conditioning contributed $250,000 to the Make-A-Wish Foundation of America during the 2007 program year, bringing the company’s total contribution to the world’s largest wish-granting organization to more than $1.5 million.

Luxaire began its partnership with the Make-A-Wish Foundation in 2002. As a corporate sponsor, the brand donates a portion of every sale of a Luxaire product toward a minimum annual contribution of $250,000 to the foundation. Make-A-Wish then redistributes a significant portion of the dollars raised to distributors in local Luxaire distributor/dealer markets.

Using money raised by local fundraising activities last year, Luxaire was able to sponsor a total of 12 wishes for children in local communities. Each of these wishes was accompanied by an event that incorporated the local chapter and distributor.

Top Ten Brainstorming & Mind Mapping Tips

2008-03-13T09:24:00.003-04:00

Creators of SmartDraw.com Help Users Visualize Their Ideas with Mind Mapping

It's important for facility managers to come up with new ideas. SmartDraw.com helps users get their projects off to a great start with the following suggestions:

1. Quantity, not Quality. When brainstorming on your own or with a team of people, the goal is to express as many ideas as possible very quickly. Do not self-censor or hesitate before offering an idea. A free exchange is what can help bring your most brilliant ideas to the surface.

2. Pen to Paper. Assign a person to write down all of the ideas on a sheet of paper that can be seen by all of the participants. This list will serve as the master and will be culled to include the most relevant suggestions.

3. No Critics. All ideas should be welcome and no one (leader or participant) should issue any type of verbal criticism toward an idea presented, no matter how off base it may seem at the time. This will help keep the environment supportive and help to encourage everyone to take part in the process.

4. Time's Up. For fertile idea generation, set a time limit. Having a ticking clock or a timer helps get the creative juices flowing.

5. Go the Extra Mile. Even after you think you've exhausted all of the possibilities, reexamine the ideas presented and push yourself to add a few more to the list.

6. Change of Scenery. Sometimes the best brainstorming and idea generation can happen in new surroundings. So, leave the all-too-familiar conference room behind and meet somewhere new, maybe a colleague's home, a park or a quiet cafe.

7. Small Groups. Brainstorming works best in groups of up to 15 people. If a group gets too large, some attendees may not feel as comfortable participating.

8. Brainstorm Alone? Sure, it's possible. Create a mind map starting with your central theme and branch off that, setting new ideas in different circles that connect to the central theme. Maybe one of your new ideas inspires you, so make it a theme and connect new thoughts to it. This form of mind mapping is commonly used by writers trying to spark their imagination. The main rules are the same: no self-censorship, set a time limit, and keep writing - the pen must be touching the page the entire time.

9. Project Maps. Mind maps are great to use in project management. One such use would be to brainstorm a list of all the questions you have regarding the scope of your project to make sure you are prepared with the answers.

10. Have Fun! Brainstorming can be fun, and is a great way to boost morale among employees and help them to feel part of the decision making process.

Q4 Construction / Contracting Small Business Confidence Index Drops 25%

2008-03-11T13:30:00.002-04:00

The Small Business Research Board (SBRB) Construction & Contracting Industry Small Business Confidence Index (C-SBCI) dropped 12 points or nearly 25% during the fourth quarter of 2007 indicating owners and managers had significant concerns for their near term business prospects.

The C-SBCI dropped to 35 during the fourth quarter from the 47 recorded during the third quarter of 2007. It was the second consecutive quarterly drop in the index, according to the study co-sponsored by International Profit Associates.

The historical C-SBCI was set in the second quarter of 2006 when the index reached 49.3. The fourth quarter 2007 index of 35 is 4.3 points higher than the all time C-SBCI low of 30.7 set in third quarter of 2006.

The current Construction & Contracting Industry Index is 1.33 points higher than the 33.67 reported for all U.S. small businesses during the fourth quarter of last year. Declines during the fourth quarter in all three key indicators drove the C-SBCI lower.

Only 33% of the owners and managers participating in the study believe the economy will improve during the next 12 months versus 41% during the prior period. Concurrently, 42% of the respondents said they expect revenues to increase over the next 12 months as opposed to 52% who felt the same during the third quarter. Meanwhile, 30% of the participants plan to increase hiring during the next 12 months against the 46% who reported during the third quarter they would increase hiring.

More than 950 small business owners participated in the nationwide poll. The universe of participants is developed from among small businesses across the United States. The SBRB study is a voluntary survey conducted quarterly.

Architecture Billings Index Drops Nearly Five Points

2008-03-06T09:30:00.002-05:00

January decline could indicate sustained downturn in nonresidential market

Following a stretch of 3 months with an increase in demand for design services, the Architecture Billings Index (ABI) dropped precipitously in January. As a leading economic indicator of construction activity, the ABI shows an approximate nine to twelve month lag time between architecture billings and construction spending.

The American Institute of Architects (AIA) reported the January ABI rating was 50.7, down sharply from the 55.0* mark in December (any score above 50 indicates an increase in billings), and inquiries for new projects was 59.5.

“Given the concerns about the condition of the overall economy, coupled with a suffering housing market, it is not surprising to see a falloff in demand for architectural services.” said AIA Chief Economist Kermit Baker, PhD, Hon. AIA. “This is likely to affect firms that specialize in commercial and industrial projects the most because businesses are expressing growing anxiety over a potential recession and are cutting back on plans for expansion.”

* Every January the AIA research department uses a formula from the Department of Commerce that re-estimates ABI data based on seasonal factors resulting in a recalibration of recent figures.

ASTM International Cavanaugh Memorial Award

2008-03-03T09:21:00.002-05:00

ASTM International, one of the world’s largest standards developing organizations, is seeking nominations for the William T. Cavanaugh Memorial Award. This annual award is granted to a person of widely recognized eminence in the standards system who has made extraordinary contributions to the field of national and international voluntary standards.

Nominees for the Cavanaugh Memorial Award may or may not be members of ASTM International. The title of honorary member is bestowed upon recipients who are non-ASTM members. Established in 1987, the award honors William T. Cavanaugh, who served as chief executive officer of ASTM from 1970 until 1985. During his service, Cavanaugh firmly established ASTM as the world leader in the development and dissemination of voluntary consensus standards.

Nominations should describe each candidate’s qualifications as completely as possible. Nomination packages should include relevant information about the candidate’s professional background; outstanding contributions made within ASTM International as well as other standards organizations or professional societies; and all offices and special positions held in each organization. In addition, any of the candidate’s accomplishments to advance the efforts of the global standards community should be specifically identified, including standards interaction with governments, industry, or academia, as well as any past honors, citations and awards that relate to voluntary standards. No more than two individuals will be selected for the Cavanaugh award in a single year.

The deadline for submissions is April 1, 2008. Nominations should be sent to:
Executive Committee, c/o the President’s Office
ASTM International
100 Barr Harbor Drive, P.O. Box C700
West Conshohocken, PA 19428

Festival Of Lights

2008-02-28T11:01:00.002-05:00

Acuity Brands Lighting and OSRAM SYLVANIA Sponsor Lighting Event

World renowned lighting designer Leni Schwendinger will deliver the keynote address for the 2008 Festival Of Lights USA. Schwendinger’s speech, entitled “The Luminous Landscape, An Artist’s Approach to Design,” will be delivered at 6:30 PM on Wednesday, March 5th at the Fox Theatre in Atlanta, GA. The Festival Of Lights will be held March 7-8 in Olde Town Conyers, GA.

Produced and sponsored by Acuity Brands Lighting and its partner, OSRAM SYLVANIA, Festival of Lights USA is a celebration of light as art, and is modeled after the Lyon, France festival. Twelve teams of world-renowned lighting designers will convene in Conyers much like they do every year in Lyon, to produce exhibits of light and color. Designers will use architectural lighting to illuminate the facades of 12 historic buildings in Olde Town, transforming them from ordinary to extraordinary.

Held for the second time in Conyers, Festival of Lights USA will feature live music, food, and amusements for children. New this year, Friday night is “Meet the Designer Night.” At each building, attendees will have the opportunity to ask the professional designers questions about their creations, discuss lighting art, science, and techniques.

Management of both Acuity Brands Lighting and OSRAM SYLVANIA say they believe in supporting such civic events that bring families together and continue to build and foster goodwill in the communities that the companies serve.

AEE Exploring Business Opportunities in India

2008-02-21T09:12:00.002-05:00

In August, a group from the Association of Energy Engineers (AEE) will go to India to explore possible business opportunities. Energy is an enormous issue in India, especially since the passage of the Energy Independence and Security Act of 2007, which promotes the export of clean, efficient technology to India.

A previous excursion to China and Southeast Asia was a huge success. This year’s 15-day trip will fully explore all that India has to offer. India is about one-third the size of the U.S., has a population of about one billion, and sustains the world’s fifth largest economy.

The association has already scheduled meetings with energy counterparts to exchange ideas, promote U.S. technologies, and explore the wide range of business opportunities that exist. Growth is a powerful force driving business in India. Meetings with energy professionals will take place in several cities. The AEE Calcutta (Kolkata) Chapter is serving as hosts for portions of the trip.

In addition to the business that will take place, there will be a chance to ride an elephant up to the mountain fortress of Amber, take a visit the Taj Mahal, and fly over the Himalayas to see Mt. Everest, Katmandu, and Tibet.

For more information on the trip, upload this file.2008India.pdf

Facility Management Courses Now Offered in China

2008-02-20T09:37:00.005-05:00

As of September 2007, International Facility Management Association (IFMA) has begun holding facility management educational courses in China. The announcement follows formal recognition of IFMA last year by the Chinese government’s Ministry of Labor and Social Security, which acknowledged facility management as a distinct discipline and career pursuit.

“With the world’s largest population and a robust, expanding economy, China has a real need for quality facility management courses and training,” said IFMA President and Chief Executive Officer David J. Brady. “Conducting these courses is the culmination of a four-year process and several meetings between IFMA representatives, Chinese officials and others. Facility management is evolving rapidly in China, and the Chinese are eager to identify and adopt our best practices. We hope to continue to have a productive, dynamic relationship in the future.”

Classes were held on Saturday, September 22, and were conducted over eight weekends for a total of 56 course hours. Out of 300 applicants, 140 facility managers were selected to attend.

The educational sessions were held in the areas of operations and maintenance and project management. These sessions represent two of the nine facility management core competencies IFMA has identified and developed since introducing the competency based Certified Facility Manager credential in 1992. IFMA plans to provide a series of courses based on these competencies in the future.

For Valentine's Day: Romance In The Workplace

2008-02-14T09:58:00.007-05:00

It’s that time of year, when nobody can escape the heart-shaped candies, sappy love cards, and images of cute, chubby babies flying around with bows and arrows. Love is in the air this Valentine’s Day, and the workplace is not immune!

Four-in-10 (40%) workers say they have dated a co-worker at sometime during their careers, with 20% admitting to doing it more than twice, according to CareerBuilder.com’s annual office romance survey of more than 6,700 workers. Close to three-in-10 (29%) workers said they went on to marry the person they dated at work.

Comparing age groups, workers aged 55 and older were least likely (34%) to say they have dated a co-worker during their careers, while 44% of workers aged 35-44 were the most likely to have done so.

Workers aren’t just interested in dating their peers. Twenty-seven percent of workers admit they have dated someone with a higher position in their organization; female workers more so than males, at 37% and 20%, respectively. Ninety-eight percent of workers said their relationship with someone at work did nothing to progress their career

“Dating a co-worker appears to be more accepted in the office these days, with 66%% of workers saying they do not have to keep their romances a secret at work,” said Rosemary Haefner, vice president of human resources at CareerBuilder.com.

“It is important to remember to maintain the highest level of professionalism when dating a co-worker and keep any conflicts that may arise outside the office.”

Romance between co-workers rarely begins in the actual office, with 13% of workers saying their relationships began when they ran into each other outside of work. Other situations where office romances found their spark included:

Happy hour (11%)
At lunch (11%)
Working after-hours together (10%)
Love at first sight (10%)
Company office party (2%)

The survey also showed repercussions with 6% of workers saying their office romance drove them to leave their job.

Stephanie Losee and Helaine Olen have written a book on the art of the office romance. It's called Office Mate: The Employee Handbook for Finding--and Managing--Romance on the Job, and it's available on Amazon.com.

From the Amazon.com review:

With more than 40% of American employees logging over 50 hours each week, where else are people going to find time to look for a date? Work-based romances develop gradually over months and years, allowing people to get to know one another instead of rushing to judgments based on first impressions.

Office Mate teaches readers how to make the most of the office dating pool, offering specific dos and don'ts on what to look for in a potential paramour, how to handle the romance day to day, and how to protect a career if the relationship goes sour. Stephanie Losee and Helaine Olen's practical guide is useful even for those with no eligible candidates in their current nine-to-five gig, with tips for readers on how to expand their professional networks to jumpstart both their love lives and careers. With fun "Instant Messages," fast facts, first-person Water Cooler Confessions, and Famous Dates in Office Mate History, this hip handbook gives singles everywhere the green light to take that office flirtation to the next level.

Concrete Program Raises $540,000 At Annual Auction

2008-02-14T09:31:00.003-05:00

The Concrete Industry Management (CIM) program–a business intensive program that awards students with a four-year Bachelor of Science degree in Concrete Industry Management–raised $540,000 at its third annual auction, held in conjunction with the World of Concrete on Thursday, Jan. 24.

According to Brian Gallagher, Chairman of the CIM Marketing Committee, the auction raised 13% more than the 2007 event.

"The support from the concrete industry was tremendous,” said Gallagher. “Thanks to the World of Concrete (WOC) Show Management, Hanley Wood Publications, McNeilus, International Truck, and Ritchie Bros. Auctioneers, the money raised this year will greatly benefit the growing CIM program."

For the third consecutive year, the centerpiece of the auction was a concrete mixer truck donated by McNeilus Companies, Inc. and International Truck. In addition to the live auction, a silent auction was added this year. Auction items included concrete saws, drills, mixers, vibrators, scaffolding, safety equipment, screeds, fiber transport systems, dust collectors, NDT equipment, decorative concrete tools, water meters, pumps, generators, training sessions, reference books, advertisements, laptop computers, NASCAR Tickets, Indy 500 Tickets, Dallas Cowboy Tickets, autographed Tom Brady and Adrian Peterson memorabilia, sports travel packages, golf school packages, and vacation travel packages.

“We set a record again this year,” said Wally Johnson of US Concrete Products, the 2008 Auction Chairman. “The money raised from the both the live and silent auctions will benefit the CIM National Steering Committee and support the CIM Programs at Middle Tennessee State University, Arizona State University, New Jersey Institute of Technology, California State University - Chico, as well as help fund future program expansion.”

Receiving tremendous support from the concrete industry, the CIM program was the first of its kind in United States – a four-year Bachelor of Science degree in Concrete Industry Management. The need for such a program was recognized in 1994 and was put into action by the concrete industry. The end-result was a partnership between the concrete industry and Middle Tennessee State University (MTSU) to develop the CIM program, implementing it with its first two students in 1996. Available at MTSU, Arizona State University, California State University, Chico and the New Jersey Institute of Technology, the program has been successful for both the industry and the graduates.

The goal of the program is to produce broadly educated, articulate graduates grounded in basic construction management, who are knowledgeable of concrete technology and techniques and are able to manage people and systems as well as promote products or services related to the concrete industry. It entails a broad range of courses, from English and history to science and mathematics. A series of required business courses such as finance, marketing, management and business law are also taken throughout the length of the program.

The concrete-specific courses teach the fundamentals of concrete, properties and testing, concrete construction and more. All of these courses provide much more than what is simply in the text – they emphasize problem solving, quality assurance and customer satisfaction. They utilize practical case studies and an internship to make sure the student obtains real-world experience essential to starting a successful career. Additional opportunities for growth include on-campus socials and other organized events providing industry networking and professional development.

LONMARK Testing Program Reaches Milestone

2008-02-14T09:15:00.005-05:00

LONMARK International (LMI) recently marked the first anniversary of the introduction of its Professional Certification Testing Program. LMI—a non-profit trade association recognized as an industry authority for certification, education, and promotion of interoperability standards for the benefit of manufacturers, integrators, and end users—began administering the testing program in January 2007.

As end users continue to require their engineering staff to become trained and certified, thus paving the way for an even higher level of qualified industry professionals, LONMARK 's Professional Certification Testing Program continues to gain strength, and since the testing program was launched in January 2007, nearly 135 individuals have taken the test.

The test will be administered at the upcoming TFM Show on April 24, 2008 in Chicago. This will be in addition to a selection of educational sessions about LONMARK capabilities. The information can be found in the "Conference Sessions" section of the TFM Show Web site.

The aim of the Professional Certification Testing Program is to test and certify engineers, integrators, and designers. This will ensure that building owners and occupiers the world over will be safe in the knowledge that the most qualified people are working on their projects.

The test is open to any industry professional involved in the design, specification, integration, or installation of LON® control networks. Those passing the test are recognized LonMark Certified Professionals and hold the credentials associated with comprehensive LON technology knowledge.

Additionally, LONMARK members who have passed the credentialling program requirements will have their contact information published in the Certified Professional section of the LONMARK website.

The LONMARK Professional Certification test is a comprehensive online test, which can only be taken at the certified LONMARK Testing Centers. The 150 multiple-choice questions cover 12 subject areas, including: LONWORKS® history and terminology, physical and logical network structuring, installation, communication, LONWORKS and IP, and user interfaces. The test is currently available in English and German, with other languages to follow.

The cost is US $250 for LONMARK members, and $300 per person for non-LONMARK members.

About LONMARK International
Since its inception in 1994 and new corporate structure in 2003, LONMARK International has become a driving force in the establishment of interoperable guidelines for building, industrial, transportation, residential, and utility automation. LONMARK membership is open to any manufacturer, distributor, engineer, system integrator, or end user committed to the development, specification, and use of open, interoperable products utilizing ANSI/CEA 709.1 and related standards.

LONMARK International is a non-profit, mutual-benefit trade association with close to 600 members worldwide, and local affiliates in the Americas, Asia, and Europe. LONMARK's mission is to create, support, and promote the standards for open, interoperable LON-based products, systems, and professionals.

Products, which have been verified to conform to the LONMARK interoperability guidelines, are eligible to carry the LONMARK logo.

LONMARK and the LONMARK Logo are registered trademarks in the U.S. and other jurisdictions. Other marks belong to their respective holders

Top Ten Project Management Tips

2008-02-13T09:25:00.003-05:00

SmartDraw.com, makers of SmartDraw, a program that automates the process of creating business graphics, today released its list of "Top Ten Project Management Tips." SmartDraw's helpful list, created by project management specialists, is designed to help business professionals get their projects off to a quick and successful start.

1. Planning List. When beginning a new project, make a list of all departments within your organization and what you may need from them. This will give you a step-by-step checklist of how to begin nailing down the specifics of your project plan.

2. Know Your Enemies. Prepare a list of the possible risks to the successful completion of the project plan. Have a meeting and get input from others on what potential risks might be. Risks are the enemy, so know them and keep them close.

3. Documentation. Document all aspects of a requested change to a project plan (no matter how small), including who is requesting the change and where it falls as a priority. If it changes other priorities, write a detailed explanation of the change itself, and note who is authorizing the change. This not only gives you a clear picture of what you will need to do next, it serves as personal protection in the case of any miscommunication among others in the organization.

4. Priorities Change. This is a fact and a course of life. Yes, it makes project planning more difficult, but an effective project manager will let changes roll off their back and re-prioritize.

5. In the Loop. Project managers need to make themselves known to all of the departments involved in their project. If a department loses an employee, this may affect the project timeline, so it's important to be in the loop for any changes. Request that you be added to relevant departmental e-mail groups-the sooner you get information, the sooner you can revise your plan.

6. Urgency & Momentum. Convey a sense of urgency during the course of a project in order to keep the momentum going. Once you let your guard down, those around you who you need to help you meet your milestones, may start to feel relaxed too. As the PM, communicating an impending deadline in a productive manner is your key to keeping staff motivated.

7. Give Away the Keys. Delegate, delegate, delegate. Giving ownership to others on the team keeps them close and involved in the project, and they realize that the success or failure of the project is tied directly to them.

8. Training. Keep in mind any training that may be necessary for people on your team. This training time will need to be included in any timetable you create, as training can happen before and during a project life cycle.

9. Revisions. Your project plan will most likely go through many revisions. When communicating with others, make sure you are all referring to and working from the most current revision.

10. Audience. When communicating your project progress, keep in mind which audience you are addressing. Your supervisor may have different priorities than the client, so try and stay specific. Spending too much time talking about an area not directly related to your audience may give the impression that their aspect of the project is not being given the proper attention.

FRIDAY FUNNY: For A Cold, Gray, February Day

2008-02-08T09:39:00.000-05:00

February is not my favorite month of the year; in fact, it's my least favorite month. I'm usually sick of winter (curses to you, Puxatawny Phil!), and ready for warmth, birds, and flowers. And while we've had a very mild winter this year with no significant snowfall—it was more than 70˚F here earlier this week (thank you, global warming?)—I'm sure many facility managers are ready to put away the ice melt and snowblowers.

So in keeping with the blah mood of the season, here are a few chuckles from Despair.com. "For the better part of a decade, Despair, Inc. has been engaged in a fierce battle in the marketplace of ideas with the multi-billion dollar motivation industry. In 1998, Despair introduced the world to a darkly insightful line of motivational poster parodies known simply as Demotivators®."

And now the company is offering short films packed with demotivational management tips. Here's an example:

Pitchers and catchers report next Thursday (minus one big name, more than likely; Roger Clemens will be too busy testifying). Oh, despair!

Bosch Offers Scholarships

2008-02-07T10:09:00.000-05:00

Money slated for students entering commercial electronics systems industry

In partnership with the NSCA Education Foundation, Bosch Communications Systems will offer two $2,500 scholarships this year to honor Robert Bosch. In 1886, Robert Bosch founded the "Workshop for Precision Mechanics and Electrical Engineering” in Stuttgart. This was the birth of today's globally active Robert Bosch GmbH. From the very beginning, the company's history has been characterized by innovative drive and social commitment. In addition to these scholarships, Bosch renewed its commitment to the NSCA Education Foundation President’s Club, which will endow a portion of its future scholarship contributions.

"Bosch’s great history of philanthropic efforts is an extension of those core values within our own professional audio industry" said Tom Hansen, vice president, Americas Bosch Communications Systems. "The NSCA Education Foundation has its finger on the pulse of our industry and forward-looking view on education. Education is key to the growth of our industry. “

During the current fiscal year, the NSCA Education Foundation will focus on the next generation of professionals entering the commercial electronic systems industry. Consequently, the Foundation will reach out to schools and students, offer scholarships, provide student memberships to NSCA, promote job resources and build an endowment fund for the future.

Herman Miller Recognized For Diversity

2008-02-06T09:32:00.000-05:00

Herman Miller, Inc. has been selected to receive a Great Place to Work award for establishing diversity as a fundamental corporate value and critical business initiative.

Presented by the Great Place to Work Institute, the annual award is granted to only five companies appearing on FORTUNE magazine's "100 Best Companies to Work For" list. Selections also are based on creative and effective approaches to developing trust, pride, and camaraderie within the workplace.

Herman Miller will receive its award at the Great Place to Work Conference in St. Louis, Missouri, on Wednesday, April 2, 2008. Other award recipients include Boston Consulting Group, Root Learning, Wegmans, and W.L. Gore & Associates.

Brigham Young University Receives Software Donation

2008-02-06T09:21:00.001-05:00

TRIRIGA INC., a global provider of Integrated Workplace Management Systems (IWMS), has donated more than $500,000 in workplace management software and services to Brigham Young University's (BYU) Fulton College of Engineering and Technology. The donation is aimed at enhancing the learning environment for engineering students so they can develop key skills and knowledge around facility management. The software will be used by students of the Facilities Management program as part of their studies, and has been incorporated into the curriculum to help students gain an understanding of how leading IWMS systems can be applied to maximize the return on workplace assets and facilities.

BYU Fulton College of Engineering and Technology is recognized by the International Facility Management Association (IFMA) as one of the top facility management first-professional degree programs at colleges and universities. The College educates more than 3,000 students each year, with over 90 students a year concentrating on facility management. In 2007, the Student Chapter of the IFMA at BYU received the Student Chapter of the Year Award and Dr. Jeffery Campbell, Chairman of the Facilities Management Program at BYU became an IFMA Fellow in 2005.

"With TRIRIGA's contribution of leading technology and industry best practices, our students will receive the key skills and knowledge to further their careers. We look forward to partnering with TRIRIGA to help students prepare for today's competitive job market," said Dr. Campbell.

"In working with an internationally recognized university such as BYU, TRIRIGA extends its network at the university level to advance facility management education and knowledge to improve and deliver leading workplace management solutions to the IWMS market," said George Ahn, Chief Executive Officer and President at TRIRIGA.