Peter, Alasdair is right - I would never take on someone who had Chartered Manager or Chartered Project Manager in an engineering position if they didn't also offer me evidence of being a practicing Engineer at a suitable level. If they were not a registered engineer (C.Eng, I.Eng or Eng Tech, dependant upon what the nature of the engineering role was) then they would have to demonstrate that in another way, and I wouldn't even take the management registration into account, unless I clearly also required them to be a manager or project manager, which would be quite unusual. It might occur if I wanted someone to manage an engineering team, but then I'd hope to see C.Eng, and that already reflects management responsibility as focused on engineering, so more valuable than either Chartered Manager or especially Chartered Project Manager, the latter being (unsurprisingly) focused exclusively on managing projects. I'm not knocking Chartered Manager for what it's intended to demonstrate - I was one of the 50 pioneer Chartered Managers, so of course I wouldn't, but it's completely irrelevant to a purely engineering role. The beauty of I.Eng is that it affirms to me that the candidate has already demonstrated, in an assessment process that I trust, that they are a well rounded practicing professional engineer, in a fashion that I couldn't possibly equal through CV, application and interview. It also demonstrates commitment to the profession. How can I take seriously someone who doesn't have sufficient commitment to the engineering profession to seek registration? To be clear, I would never hire based purely on an educational qualification - it doesn't demonstrate that they know how to apply their knowledge in a competent, professional and committed manner. I would see the value in the opposite - if I want a Project Manager, or a general manager, for managing engineering activity or projects, I would see one of the engineering registrations as being of value to supplement the management registration. In fact, when I was hiring project managers for infrastructure engineering projects, I insisted that they had first proven themselves as senior engineers before going on to become project managers.
Peter, Alasdair is right - I would never take on someone who had Chartered Manager or Chartered Project Manager in an engineering position if they didn't also offer me evidence of being a practicing Engineer at a suitable level. If they were not a registered engineer (C.Eng, I.Eng or Eng Tech, dependant upon what the nature of the engineering role was) then they would have to demonstrate that in another way, and I wouldn't even take the management registration into account, unless I clearly also required them to be a manager or project manager, which would be quite unusual. It might occur if I wanted someone to manage an engineering team, but then I'd hope to see C.Eng, and that already reflects management responsibility as focused on engineering, so more valuable than either Chartered Manager or especially Chartered Project Manager, the latter being (unsurprisingly) focused exclusively on managing projects. I'm not knocking Chartered Manager for what it's intended to demonstrate - I was one of the 50 pioneer Chartered Managers, so of course I wouldn't, but it's completely irrelevant to a purely engineering role. The beauty of I.Eng is that it affirms to me that the candidate has already demonstrated, in an assessment process that I trust, that they are a well rounded practicing professional engineer, in a fashion that I couldn't possibly equal through CV, application and interview. It also demonstrates commitment to the profession. How can I take seriously someone who doesn't have sufficient commitment to the engineering profession to seek registration? To be clear, I would never hire based purely on an educational qualification - it doesn't demonstrate that they know how to apply their knowledge in a competent, professional and committed manner. I would see the value in the opposite - if I want a Project Manager, or a general manager, for managing engineering activity or projects, I would see one of the engineering registrations as being of value to supplement the management registration. In fact, when I was hiring project managers for infrastructure engineering projects, I insisted that they had first proven themselves as senior engineers before going on to become project managers.
