This file tells you on how Professional Development done for an individual

1. INTRODUCTION
TO
SOFT SKILLS
PROFESSIONAL DEVELOPMENT IN ENGINEERING
(Through Passion, Confidence, Leadership and Teamwork)
DR K.C. VORA
Deputy Director & Head, ARAI Academy

2. SKILLS REQUIRED

3. Objectives
• To encourage All-Round Personality Development
• To make one aware about the importance, role and
contents of PROFESSIONAL DEVELOPMENT through
instruction, knowledge acquisition and role-plays.
• To inculcate professional and personal branding
• To create awareness on ethics & etiquettes
• To instill moral & social values and loyalty
• To appreciate rights of others and respect teamwork
• To instill passion in ones bearing
• To develop & nurture all round skills leading to confidence
• To win a win-win situation leading to success as a leader.

10. Fear of Failure
Example of Oberoi Sheraton

11. Have Confidence in Your Abilities…
Clip on Confidence

12. Confidence
Confidence is…
the lifetime ability to transform Fear into Focused and
Relaxed --
Thinking, Communication and Action

13. Success Demands All Round Skills

14. Personality
Development

15. Personality Development
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Self Assessment
Self Awareness & Esteem
Confidence Building
Perception and Attitudes
Values and Belief System
Personal Goal Setting & Career Plan
Time management
Intelligence Building, Emotional Quotient,
Intelligence Quotient & Memory Improvement

16. The formidable enemies that BIND us -
Lust, Pride, Greed, Anger, Illusion

17. What makes me a slave ?
How can I become a free bird?

18. Passion
Goodness
Ignorance
Running with agitated mind
Panic
Confusion
fear
Calm
analysis
before
action

19. Mode of Goodness
Honest
selfless
Clean
Reading of books of
philosophy, poetry,
science
Humble
No meat eating
thoughtful
helpful
No gambling
No intoxication
pious
No liquor
Take religion as a
serious duty
No extramarital relations

20. A Meaningful Prayer
“ O Lord, give me
the courage
to change the things which
can and ought
to be changed,
the serenity
to accept the things
which cannot be changed,
and
the wisdom
to know the difference ”

21. Fill in the blanks
If I took responsibility for every
feeling I experience and
for every word I utter,
_________________________

22. Fill in the blanks : ANSWER
What was your answer ?
I’d have to be more alert and aware.
I’d probably be taken more seriously.
I’d be more accountable.
I’d have to put all my values into practice.
I’d make fewer snap judgements that end up being wrong.
I’d have to be more emotionally honest.
I’d have to pay more attention.
I wouldn’t do or say hurtful or short sighted things.

23. Goal Setting
Personal
Short Term
GOALS
Medium Term
Professional
Long Term

24. Targeting Areas of Improvement

25. Communication Skills
• Which is the best Computer in the World?
• Which is the best Camera in the World?
• What has no limits?
• Who is your favourite?

26. Memory Skills

27. IS THE JAR FULL?
As Stephen Covey mentions in
his book ‘First Things First’

28. Time Management
What you gain….
Important
Not Important
Urgent
Not Urgent
– Stress
– Burnout
– Crises management
– Firefighting
– Focus on the immediate
– Vision
– Perspective
– Balance
– Discipline
– Control
– Short term focus
– Crises management
– Low value on goals
– Feeling of victimization /
lack of control
– Shallow relationships
– Total irresponsibility
– High dependency on
others for basics
– Short career path in the
organization

29. Covey identified 4 waves in time management
• 1 Notes and Checklists
– Recognition of the demands on energy & time
• 2 Calendars and appointment books
– Scheduling with some focus on the future
• 3 Prioritization
– Comparison of the relative worth of activities
• 4 Self management
– Realization that time cannot be managed - it is
ourselves that we have to manage!

30. Differentiating between
– Urgent tasks
• assume importance as they demand immediate
attention
– Important tasks
• May become urgent if left undone
• Usually have a long term effect
– To judge importance v urgency, gauge tasks
in terms of
• Impact of doing them
• Effect of not doing them

31. Communication Skills
Verbal Communication
Written Communication
Body Language

32. Successful v/s Effective Managers

33. Communication Objectives
• Verbal Communication
– Principles of Communications
– Planning
– Public Speaking
– Presentation Skills
– Use of Presentation Graphics & Aids
– Listening and Observation Skills

34. • Written Communication
– Technical Reports & SAE papers
– Project Proposals
– Brochures & Newsletters
– Technical Articles & Manuals
– Official/ Business Correspondence
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Letters & Emails
Progress Report
Minutes of Meeting & Event Reporting
Guidelines for Technical Writing & Publishing

35. Assimilation Techniques
Read  Write
See  Write

36. • Body Language

37. NO Messing Around

38. Emotions

39. Emotions

40. Written tests / Interview / Group Discussion
Crack the Code…

41. Etiquette

43. Professional Ethics & Etiquettes
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Business Ethics
Corporate Ethics
Engineering Ethics
Social & Office Etiquettes
– Dressing Etiquettes
– Eating Etiquettes
– Socializing
• Email Etiquettes
• Telephone Etiquettes
• Values

44. Transparency and Confidentiality

45. Looks/ Dressing Sense
for Different Occasions

46. Eating Habits

47. Smoking

48. Socializing

49. Sleeping Habits

50. Talking and Listening

51. Family Values

52. Religion Values

53. Country Values

54. Team Building & Motivation

55. Creativity

56. Automotive Passion
ACTIONABLE
OBSERVATIONAL
TRADITIONAL

57. Vehicle Development Cycle
Concept of New Vehicle
•QFD
•Benchmarking
New Vehicle sub system
and components &
vehicle
• Target Vehicle and data
•Concept Design & SDS
• Market Survey
•Design Review & DFMEA
• Suspension
Components
• New concept
•CAE
• Upcoming Legislations
•First prototype
Development
• Chassis/
Body/Axle
• Safety, Durability and Ride
Validation of sub system
components and vehicle
in Laboratory
•Component Testing
• Engine and
validation of
Vehicle
• NVH Testing
• SLDA
Final Prototype
Optimization of Subsystems and
components
•Running on Proving
Ground
•Durability of Full Vehicle
Four Poster/ Multi-axis
57
Modifications of Prototype

58. Other Skills
• Customer Satisfaction & Quality Function
Deployment (QFD)
• Benchmarking (BM)
• Total Quality Management (TQM)
• Design for Failure Mode Effects Analysis
(DFMEA)
• How an Industry Works ?
• Performance Management Skills (PMS)

59. …not what we did in school

60. PLANNING
ANALYSIS
INTEGRATION
1). Identify what is to be
benchmarked.
2). Identify comparative
companies.
3). Determine data collection
method
4). Determine current
performance gap.
5). Project future
performance gap.
6). Communicate benchmark findings and gain
acceptance.
7). Establish functional
goals.
PROCESS
OF
BENCHMARKING
8). Develop action
plans.
9). Implement specific
action and monitor
progress.
10). Recalibrate benchmarks.
ACTION

61. What all is to be Benchmarked…

62. Benchmarking: Vehicle Evaluation
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Brake testing (including ABS)
Fuel consumption test
Steering Effort test
Turning circle Diameter test
Pass-by Noise test
Interior Noise test
Gradeability test
Power to Weight Ratio Trials
Speedometer Calibration
Coastdown
Cooling performance
Acceleration test
Range test
Maximum speed
Cabin Temperature

63. FMEA

64. Stress Management & Meditation
Methods and Techniques to Improve Physical well being by
Busting Stress.

65. Book Review

66. Leadership
…learn to lead and Motivate.
Clip on Mindset

67. Leadership
What is it?
Why is it important?
How to provide it?

68. 50 METRES

69. A Leader is…
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Guide
Director
Good Listener
Visible
Flexible
Visionary
Action Oriented
Positive
Complimentary
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Good Planner
Informative
Consistent
Truthful
Prompt
Able to Admit Mistakes
Willing to be
Responsible

70. Leadership….some thoughts!
• What is leadership according to you?
• Why Leadership and not Managers ?
• Can Leadership be taught?
• What makes a good or a bad leader?
• What are the qualities of a good leader?

71. Difference between Leaders &
Managers
Manager
Leader
Considers the danger
Senses opportunity
Concentrates on short-term results
Focuses on long-term results
Follows visions
Creates visions
Performs duties
Pursues dreams
Controls
Inspires
Asks “what” and “how”
Asks “why” and “what”
Prefers to control
Knows how to delegate
Works within the context of the
organization and the business
Takes social and environmental contexts
into consideration

72. Business Success
• Leadership Skills
– Interpersonal Skills
– Negotiation Skills
– Delegating Skills
– Handling Of Difficult People
• Executive Summary & Business Plan
• Balanced Score Card
• Business Analysis & Strategy

73. Balanced Scorecard Perspective
Customer
perspective
Learning and
growth perspective
Internal business
perspective
Financial
perspective

74. Cause-and-effect relationships
throughout the organization
Lower Costs
Improved
training
Higher
quality
Increased
Profits
Fewer
complaints
Increased
sales

75. Further cause-and-effect relationships
Employee
retention
Reduced costs
Fair reward
system
Increased
profits
Employee
productivity
Increased
sales

76. And Finally ……….
It is your discretion to decide whether to
Lead a task, share a task or follow a TASK
…………….
lead,
share
or follow

77. Success
Clip on Guru
Clip on Success