Inspirational Career Opportunity
Job Title: Media and Communication Officer
Job Aim
The role holder will work with a group of people in a Christian organization to ensure effective communication of information and publication of articles, for print, on dedicated websites, and within social networking sites.
Location: Lagos State
Job description
Assist in coordinating the Media and Communication functions within the organization
Assist in developing and coordinating the preparation of articles, write ups and reports
Assist in editing and proofreading articles, write ups and reports
Follow up and ensure content is uploaded on the website by website developers
Oversee the posting of information on social networks sites such as facebook, twitter, etc
Person Specification
Good communication, writing and reporting skills
Proficient in the use of MS Office Suite (MS Word, MS Power Point, etc)
Result oriented with good analytical thinking ability
Creative, committed, eager to learn with a strong spirit of team work
Good first degree in Communication or any related discipline
If you meet the requirements above, please forward your resume electronically to timcoleconsulting@gmail.com.
Please note that only short-listed candidates will be contacted. Females are strongly advised to apply.
Wednesday, March 28, 2012
Monday, April 4, 2011
TimCole©
TimCole© is a Management Consulting organization that provides a range of Human Resource Management Advisory services through our vast experience and expertise. Our service focuses directly at the hub of our clients’ needs, providing superior management solutions that create sustainable business advantage.
Our Vision Statement
“To be the foremost facilitator of a world class integrated Human Resource business and intelligence solution”
Our Mission Statement
“To provide effective and efficient Human Resource solutions through committed and credible professionals, employing transparent business intelligence methods, thereby adding value to the quality of people, processes and performance.”
Our Core Values
Our commitment in driving our values poses on a conceptual definition of who we are, what we desire and what we do. We have an insistent duty to deliver our expertise with passion, resourcefulness, integrity, determination and excellence.
Passion, our inert joy in providing solutions will constantly be our driving force to satisfy every client’s expectation.
Resourcefulness, a sustaining and continuous level of innovation in all our activities will support our provisions and credibility.
Integrity, refers to how we intend to leverage our profound expertise in building and maintaining an inexorable level of trust.
Determination, is imperative in managing the complexities demonstrated in our solutions and succeed where others fail.
Excellence, is the core of our essence and the pivot that assures our clients of inexplicable value Our Services.
If any of our services are desirable to you, we will be glad to have a preliminary meeting, to adequately understand the scope of the assignment. Should you require details on any aspect of our services, please contact us.
David
Lead Consultant
TimCole© Services Limited
Abuja, Nigeria
+234 802 3250800
timcole@consultant.com
timcoleconsulting@gmail.com
Our Vision Statement
“To be the foremost facilitator of a world class integrated Human Resource business and intelligence solution”
Our Mission Statement
“To provide effective and efficient Human Resource solutions through committed and credible professionals, employing transparent business intelligence methods, thereby adding value to the quality of people, processes and performance.”
Our Core Values
Our commitment in driving our values poses on a conceptual definition of who we are, what we desire and what we do. We have an insistent duty to deliver our expertise with passion, resourcefulness, integrity, determination and excellence.
Passion, our inert joy in providing solutions will constantly be our driving force to satisfy every client’s expectation.
Resourcefulness, a sustaining and continuous level of innovation in all our activities will support our provisions and credibility.
Integrity, refers to how we intend to leverage our profound expertise in building and maintaining an inexorable level of trust.
Determination, is imperative in managing the complexities demonstrated in our solutions and succeed where others fail.
Excellence, is the core of our essence and the pivot that assures our clients of inexplicable value Our Services.
- HR Strategy,
- Organization Development,
- Business Process & Performance Improvement,
- HR Policy and Procedures,
- Review Job Evaluation and Grade Classification,
- Compensation & Benefits Design,
- Performance Management System,
- Skill Gap / Training Needs Analysis,
- Training & Development
If any of our services are desirable to you, we will be glad to have a preliminary meeting, to adequately understand the scope of the assignment. Should you require details on any aspect of our services, please contact us.
David
Lead Consultant
TimCole© Services Limited
Abuja, Nigeria
+234 802 3250800
timcole@consultant.com
timcoleconsulting@gmail.com
Thursday, February 17, 2011
The Beekeepers and Their Bees
I stumbled upon this story some time back and truly enjoyed it. It’s a simple way of understanding performance management for organizations. Although it somewhat oversimplifies performance management, the beekeepers’ story illustrates the importance of measuring and recognizing accomplishments (the amount of honey production per hive) rather than activities (visiting flowers). Hope you enjoy it like I did.
The Beekeepers and Their Bees
Once upon a time, there were two beekeepers who each had a beehive. The beekeepers worked for a company called Bees, Inc. The company’s customers loved its honey and wanted the business to produce more honey than it had the previous year. As a result, each beekeeper was told to produce more honey at the same quality. With different ideas about how to do this, the beekeepers designed different approaches to improve the performance of their hives.
The first beekeeper established a bee performance management approach that measured how many flowers each bee visited. At considerable cost to the beekeeper, an extensive measurement system was created to count the flowers each bee visited. The beekeeper provided feedback to each bee at midseason on his individual performance, but the bees were never told about the hive’s goal to produce more honey so that Bees, Inc., could increase honey sales. The beekeeper created special awards for the bees who visited the most flowers.
The second beekeeper also established a bee performance management approach, but this approach communicated to each bee the goal of the hive—to produce more honey. This beekeeper and his bees measured two aspects of their performance: the amount of nectar each bee brought back to the hive and the amount of honey the hive produced. The performance of each bee and the hive’s overall performance were charted and posted on the hive’s bulletin board for all bees to see. The beekeeper created a few awards for the bees that gathered the most nectar, but he also established a hive incentive program that rewarded each bee in the hive based on the hive’s production of honey—the more honey produced the more recognition each bee would receive.
At the end of the season, the beekeepers evaluated their approaches. The first beekeeper found that his hive had indeed increased the number of flowers visited, but the amount of honey produced by the hive had dropped. The Queen Bee reported that because the bees were so busy trying to visit as many flowers as possible, they limited the amount of nectar they would carry so they could fly faster. Also, because the bees felt they were competing against each other for awards (because only the top performers were recognized), they would not share valuable information with each other (like the location of the flower-filled fields they’d spotted on the way back to the hive) that could have helped improve the performance of all the bees. (After all was said and done, one of the high-performing bees told the beekeeper that if he’d been told that the real goal was to make more honey rather than to visit more flowers, he would have done his work completely differently.) As the beekeeper handed out the awards to individual bees, unhappy buzzing was heard in the background.
The second beekeeper, however, had very different results. Because each bee in his hive was focused on the hive’s goal of producing more honey, the bees had concentrated their efforts on gathering more nectar to produce more honey than ever before. The bees worked together to determine the highest nectar-yielding flowers and to create quicker processes for depositing the nectar they’d gathered. They also worked together to help increase the amount of nectar gathered by the poor performers. The Queen Bee of this hive reported that the poor performers either improved their performance or transferred to another hive. Because the hive had reached its goal, the beekeeper awarded each bee his portion of the hive incentive payment. The beekeeper was also surprised to hear a loud, happy buzz and a jubilant flapping of wings as he rewarded the individual high performing bees with special recognition.
THE MORAL OF THIS STORY IS: MEASURING AND RECOGNIZING ACCOMPLISHMENTS RATHER THAN ACTIVITIES—AND GIVING FEEDBACK TO THE WORKER BEES—OFTEN IMPROVES THE RESULTS OF THE HIVE.
The Beekeepers and Their Bees
Once upon a time, there were two beekeepers who each had a beehive. The beekeepers worked for a company called Bees, Inc. The company’s customers loved its honey and wanted the business to produce more honey than it had the previous year. As a result, each beekeeper was told to produce more honey at the same quality. With different ideas about how to do this, the beekeepers designed different approaches to improve the performance of their hives.
The first beekeeper established a bee performance management approach that measured how many flowers each bee visited. At considerable cost to the beekeeper, an extensive measurement system was created to count the flowers each bee visited. The beekeeper provided feedback to each bee at midseason on his individual performance, but the bees were never told about the hive’s goal to produce more honey so that Bees, Inc., could increase honey sales. The beekeeper created special awards for the bees who visited the most flowers.
The second beekeeper also established a bee performance management approach, but this approach communicated to each bee the goal of the hive—to produce more honey. This beekeeper and his bees measured two aspects of their performance: the amount of nectar each bee brought back to the hive and the amount of honey the hive produced. The performance of each bee and the hive’s overall performance were charted and posted on the hive’s bulletin board for all bees to see. The beekeeper created a few awards for the bees that gathered the most nectar, but he also established a hive incentive program that rewarded each bee in the hive based on the hive’s production of honey—the more honey produced the more recognition each bee would receive.
At the end of the season, the beekeepers evaluated their approaches. The first beekeeper found that his hive had indeed increased the number of flowers visited, but the amount of honey produced by the hive had dropped. The Queen Bee reported that because the bees were so busy trying to visit as many flowers as possible, they limited the amount of nectar they would carry so they could fly faster. Also, because the bees felt they were competing against each other for awards (because only the top performers were recognized), they would not share valuable information with each other (like the location of the flower-filled fields they’d spotted on the way back to the hive) that could have helped improve the performance of all the bees. (After all was said and done, one of the high-performing bees told the beekeeper that if he’d been told that the real goal was to make more honey rather than to visit more flowers, he would have done his work completely differently.) As the beekeeper handed out the awards to individual bees, unhappy buzzing was heard in the background.
The second beekeeper, however, had very different results. Because each bee in his hive was focused on the hive’s goal of producing more honey, the bees had concentrated their efforts on gathering more nectar to produce more honey than ever before. The bees worked together to determine the highest nectar-yielding flowers and to create quicker processes for depositing the nectar they’d gathered. They also worked together to help increase the amount of nectar gathered by the poor performers. The Queen Bee of this hive reported that the poor performers either improved their performance or transferred to another hive. Because the hive had reached its goal, the beekeeper awarded each bee his portion of the hive incentive payment. The beekeeper was also surprised to hear a loud, happy buzz and a jubilant flapping of wings as he rewarded the individual high performing bees with special recognition.
THE MORAL OF THIS STORY IS: MEASURING AND RECOGNIZING ACCOMPLISHMENTS RATHER THAN ACTIVITIES—AND GIVING FEEDBACK TO THE WORKER BEES—OFTEN IMPROVES THE RESULTS OF THE HIVE.
Wednesday, January 19, 2011
TimCole introduces Sixth!
TimCole© introduces Sixth!
Sixth© is a web based interactive tool designed to improve the management and development of human resources. Unlike any other HRM system, Sixth© seeks to break boundaries through its revolutionary tool. The Sixth© tool is designed with a performance centric approach which places significant emphasis in ensuring that organizations remain competitive through effective management of people and processes. Sixth© realizes that an organizations greatest assets are not just its people, but the relationship with them and the market.
By the adoption of our Sixth© signal methodology, organizations can leverage on best practices in developing and managing strategy, structure, systems, stakeholders, standards and set values through a relationship based and integrated performance management approach. Sixth© offers a combination of advisory, strategic and administrative support services along a wide continuum of an HR value chain.
Sixth© Signal
Strategy: Vision, Mission, Goals, Objectives, CSF, Targets
Set Values: Value Statement, Culture, Business Ethics, Behaviours
Structure: Organogram, Business Relationships, Job Descriptions, Technical Competences
Systems: Operational Processes and Procedures
Standards: Performance measurements, Policies, Budgets, Governance, Risk Management
Stakeholders: Staff, Shareholders, Management, Customers, Suppliers, Consultants
Product copyright of TimCole©
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