Some projects have too many meetings, and I have known some have an hour long Supervisors meeting every day. What were the workers doing while their Supervisors were off site? How many problems on site remained unresolved? How productive was the project? How many risks were taken in this time, which could have resulted in an accident?
Its good practice for the Project Manager to hold meetings with their staff, however these should:
1. only involve the relevant staff (those not invited should be informed why their attendance isn’t required so they aren’t offended)
2. have an agenda
3. keep the discussion to items affecting the majority of attendees (if a specific task or matter, has to be discussed with only one individual, meet with them separately, and if an individual brings up a topic not relevant to other staff, ask the person to discuss the item outside the meeting)
4. be brief, to the point and restricted to 30 -40 minutes long
5. be set at an appropriate time that will cause the least disruption in the day’s activities for the attendees (for instance Supervisors should not be called to a meeting at the start of the working day when they are at their busiest organising their teams, it may be more convenient, to schedule their meetings 30 minutes before their lunch or tea break)
6. ensure staff have followed through on actions raised at the previous meeting
Staff meetings are useful to:
1. advise personnel of progress and the milestones that must be achieved
2. update staff of new influxes of personnel, equipment or subcontractors
3. discuss concerns relating to safety, quality or industrial relations
4. provide feedback to staff regarding problems or issues that affect most of them
5. update staff on changes on the project or within the company
6. give positive feedback
Copyright 2016 - The attached articles cannot be reproduced for commercial purposes without the consent of the author.
The opinions expressed in the attached articles are those of the writer. It should be noted that projects are varied and different laws and restrictions apply which depend on the location of the contractor and the project. It's important that the reader uses the supplied information taking cognisance of their particular circumstances. The writer assumes no responsibility or liability for any loss of any kind arising from the reader using the information or advice contained herein.
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