1.今天阅读到的有价值的全文内容链接:

https://www.pmi.org/learning/training-development/projectified-podcast

2.今天阅读到的有价值的内容段落摘录:

Yeah, and as people move in between jobs morefrequently, they’re really starting to focus on what are the skillsthat I need to develop in order to make myself more marketable. Andwhat we’re seeing is that really it’s the soft skills thatcompanies are looking for more frequently. According to PMI’s 2018Pulse of the Profession®, 4 in 5 executives saythat soft skills, specifically communication, leadership, andnegotiation, are more important for project managers today than theywere just five years ago.

And that might be one of the reasons we’reseeing such an uptick in the demand for project management skills. Solast year Anderson Economic Group conducted a talent gap analysisthat was commissioned by PMI, and what they found was that the demandfor project managers is actually growing faster than the demand forother types of workers in many countries. So over the next decade, orfrom 2017 to 2027, the project management labor force in sevensectors is expected to grow by 33 percent. It’s gonna create nearly22 million jobs around the world.

That’s something really interesting that LindsayScott is gonna talk about a bit more later in this episode. The ArrasPeople Benchmark Report did list out the top three things that hiringmanagers are looking for when they evaluate a candidate, and two ofthose things are real world experience and sector expertise, but whatI thought was really interesting is that the third thing that they’relooking for is someone with the right personality and the rightprofessional approach. And so it circles back to those soft skillsand those negotiation communication capabilities that people reallyneed in order to land that next position.

We’re going to learn a bit about that from allof our guests in this episode. We’ll talk to Manuel Salero Coca,managing director for PIN Technologies in Mexico City, about what ittakes to become a project leader—and even start your own business.And Lindsay Scott will share some of the hiring trends she’s seenin the U.K. But first let’s hear from Deepa Kalangi, senior projectmanager at Magellan Health in Portland, Oregon.

She wrote a book called “Cracking the ToughestProject Management Interview Questions,” so I reached out to her tolearn about what some of these questions are and see how she suggestsproject management candidates prepare so that they can be ready forwhatever a hiring manager might want to throw at them.

What are hiring managers looking for? It varies byjob description and sector, but there are some qualities that arevalued across the board. For example, a 2017 survey by GlassDoor,found that 9 in 10 hiring managers are looking for an informedcandidate. Someone who’s prepared for the interview and understandswhat experience is relevant to the role they’re applying for.

It’s a simple concept. But many candidates getit wrong—starting with the résumé or CV. As Deepa Kalangiexplains, the first mistake many job applicants make is trying to fitin too much information upfront.

Somebody that’s a strong PM would have theirrésumé very clear in nature, concise in nature. They would havewhat the program or project is and what the team size is, what typeof a matrix organization it is and things like that. So if a résuméhas everything reflecting all of these things, then that’s a goodrésumé that I would pick.

But once someone’s in the hot seat, Kalangiwants to hear less about what type of work they’ve done—and moreabout how they’ve delivered results.

If that person is able to tell me this is what Ihave done in my projects, and these are the kind of issues and risksI have seen, and this is the approach I have taken to solve the issueor the risk, along with the team’s help—whoever isneeded—involving the right stakeholders, having the rightconversations, that will all help me gauge whether they have used theproblem-solving skills or just have done the typical projectmanagement where you would just go to a meeting, conduct a meeting,and then you know just update the project plans and then you knowsend out the notes.

To see if job candidates have the right attitude,she asks for examples of how they’ve managed past conflicts.

Ideal situation would be your project is goingsmoothly and you know there’s no issues, which would never happen.If there’s a conflict, you should be able to expect, guess thatthere’s a conflict coming in, and then try to resolve, try to nudgeand understand what they are going through. Everybody has their ownset of issues, or it could be personal, it could be work-related. Butif somebody says it’s not my job, I’m waiting and nothinghappened, then that definitely turns me off.

3.今天阅读的自我思考点评感想

(1)Today’s increasing emphasis on the need for project managers to bedeep in their industry vertical, or deep in a particular function or in particular technologies that they’re implementing.

(2)The top three things that hiring managers are lookingfor when they evaluate a candidate: Two are real world experience and sector expertise, the third is about the right personality and professional approach. It circles back to the soft skills and negotiation communication capabilities.

(3)What it takes to become a project leader—and even start your ownbusiness:

#1mistake job applicants make: trying to fit in too much informationupfront.

Better choice: tell what you have done in my projects: the kind of issuesand risks you have seen, the approach you have taken to solve theissue or the risk, along with the team’s help—whoever isneeded—involving the right stakeholders, having the right conversations, that will all help the employer gauge whether you haveused the problem-solving skills or just have done the typical project management (go to a meeting, conduct a meeting, update the projectplans and then you know send out the notes).

(4)The hiring trends in the U.K:

Asks impossible questions to get a view of how a job applicant thinks.

It’s not that uncommon now that an interview may only be 30 minutes.Important: to express your ability to solve problems with a short time.

“Businessacumen, understanding business strategy” are the skills becomingincreasingly important for project management professionals.

More organizations are interested in this hybrid approach todelivering projects, being able to work together with team to get things to the market faster and smarter in a more complex world. Youneed a wider variety of technical skills to support a hybrid approach, and layered on top of that, you need to build strongrelationships with all your stakeholders in order to execute at a faster pace.

(5)How someone got to where they are?

The self-learning skills are veryimportant. Also very important is the adaptation.

Leadership: focus on the capacity of thepeople, team, yourself, in reaching efficient results, tangibleresults, something that you can measure----the quality of therelationship that the people shows within the team.

In a governance meeting, the people that bringsyou a set of solutions instead of the list of problems is the peoplethat you need to look for.

If in process solving technical issues, if youdamage or lost your human touch, that will be very difficult for youto develop the skills that you need to be successful in the projects.