The document provides an overview of HR management training topics including HR planning, recruitment, selection, training and development, performance management, and career management. It then discusses several HR processes in more detail, including manpower planning, recruitment sources and techniques, selection tests and their advantages/disadvantages, training need analysis, and evaluating training effectiveness.
Human Resource Management Strategy Powerpoint Presentation SlidesSlideTeam
Develop a positive work culture by employing Human Resource Management Strategy PowerPoint Presentation Slides. Incorporate your agenda for human resource management. Showcase the key role of human resources by mentioning roles and responsibilities, skills, and challenges faced by the company with the help of human resource planning PowerPoint slideshow. Highlight the skills needed for HRM such as recruiting, screening, negotiation, scheduling, communication, conflict management, change management, etc by taking the assistance of HR development PPT visuals. It is important to monitor how employees work and how managers lead. Assess future organizational requirements with the help of content ready human talent management PPT graphics. Also, showcase the five stages of the recruitment process using HR management PPT templates. Showcase details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint templates. Download this amazing HR process PPT presentation and estimate your company's future HR requirements. https://bit.ly/3zcXFX0
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
The document discusses HRD audits and the HRD scorecard model. The HRD scorecard is used to measure an organization's HRD maturity level based on four factors: 1) HRD systems maturity, 2) HRD competencies of employees, 3) HRD culture, and 4) business linkages of HRD efforts. It provides details on each factor and how they are evaluated using interviews, questionnaires and other methods. The scorecard aims to assess if an organization's HRD efforts help develop competent and committed employees to meet business goals.
HR now plays an important role as a business partner that has significant impact on business performance. HR owns change management projects and introduces policies focused on increasing employee performance and satisfaction as well as designing a unique corporate culture. HR business partners work closely with senior leaders to develop an HR agenda that supports organizational aims, and the process of aligning HR with business goals is known as HR business partnering. Qualities of successful HR business partners include self-belief, belief in HR, confidence, relationship building skills, business knowledge, and communicating in business terms.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
The document summarizes an HR planning assignment for the Treaties and Aboriginal Government sector of the Department of Indian Affairs and Northern Development in Canada. It outlines the organizational profile, mission, business activities, workforce demographics, key HR challenges, and strategic priorities and action plans to address talent management and performance management. The main challenges are a high percentage of upcoming retirements, knowledge transfer needs, and diversity hiring targets. The strategic priorities focus on succession planning, recruitment of younger and minority employees, retention strategies, and establishing competency frameworks and performance metrics.
This document provides a framework and steps for developing a strategic human resources plan. It includes templates for assessing current HR capacity, forecasting future HR requirements, identifying skills gaps, and developing recruitment and training strategies. Sections cover determining HR needs, recruiting and selecting employees, developing training programs, compensation, and performance management. The overall plan aims to strategically manage an organization's human resources.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Employee onboarding and employee engagement in it organizations human resourc...AKSHAY KHATRI
This document discusses employee onboarding and engagement in IT organizations. It defines onboarding as the process of acquiring necessary knowledge and skills to become an effective organizational member. It provides a model for onboarding and best practices such as orientation programs and monitoring progress. It also defines employee engagement as the level of commitment and involvement an employee has, and discusses its importance. Finally, it provides examples of companies that effectively implement onboarding and engagement strategies like Microsoft, IBM, and Zensar.
This document discusses emotional intelligence and its five domains: intrapersonal skills, interpersonal skills, adaptability, stress management, and general mood. Each domain contains several competencies important for emotional intelligence. For example, the intrapersonal domain includes self-awareness, assertiveness, independence, self-regard, and self-actualization. Assignments are provided to help readers improve skills in each competency.
The document provides guidance on coaching for optimal employee performance. It discusses the characteristics of a good coach, including being positive, supportive, goal-oriented, focused and observant. It also outlines the key elements of an effective coaching session, such as establishing clear purpose and ground rules. Communication skills for coaching like asking open questions and active listening are also covered. Finally, it describes the five steps of coaching: describing performance issues, discussing causes, identifying solutions, developing an action plan, and follow up.
The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
1. The document discusses different methods for measuring the effectiveness and return on investment of training programs. It outlines four levels of evaluation: reaction, learning, behavior change, and business impact.
2. Guidelines are provided for evaluating each level, including using control groups, pre-and post-testing, and collecting data on various performance indicators.
3. Calculating return on investment of training involves collecting data, isolating the effects of training, converting data to monetary values, and using a formula to determine ROI. Methods like control groups, trend lines, and participant estimates can be used to isolate the training impact.
This document provides guidance on developing effective presentation skills for managers. It discusses three key elements of great presentations: content, design, and delivery. For content, it recommends analyzing the audience, gathering relevant data, and creating an outline. For design, it emphasizes layout, consistency, and use of color. For delivery, it offers tips on voice, language, movement, and body language to engage the audience. The document also provides strategies for handling challenges like difficult participants or equipment failures.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
This document summarizes career planning and development initiatives for both organizations and individuals. For organizations, it discusses job posting systems, mentoring, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career paths. For individuals, it outlines career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies. The overall purpose is to provide guidance and resources to support employees in taking responsibility for and actively managing their own career development.
The document discusses developing an HR scorecard to measure HR performance and strategy. It outlines an HR strategy map with objectives like enhancing employee productivity and developing internal HR capabilities. It then presents the HR scorecard with strategic objectives mapped to key performance indicators, such as shareholder value growth, employee satisfaction index, recruiting costs per employee, and accuracy of HR databases. The scorecard is intended to help measure the ROI of HR initiatives and optimize talent management and performance processes.
The document outlines six key elements of transforming a good company into a great one. It discusses (1) the importance of level 5 leadership, which is modest and driven to produce sustained results. (2) Putting the right people in place before deciding on goals or strategy. (3) Confronting the brutal facts of reality while maintaining faith. (4) Developing a simple "hedgehog concept" and sticking to it. (5) Creating a culture of discipline with consistent systems but also freedom. (6) Using technology to accelerate momentum once it fits the strategy, not to create it.
The document discusses various tools and techniques for managing creative thinking skills and overcoming conceptual blocks to creativity. It describes attribute listing, brainstorming, visioning, the Kipling method, problem statements, and challenge methods as tools for defining problems, creating new ideas, and developing a creative climate. It also discusses types of conceptual blocks like constancy, compression, and complacency that can limit creative thinking.
The document discusses key leadership skills and models. It covers the six traits of effective leaders: drive, desire to lead, integrity, self-confidence, intelligence, and job-relevant knowledge. It also discusses leadership styles in the managerial grid model and contingency model of leadership. The document then outlines the elements of high performing leadership, including being a vision creator, team builder, task allocator, people developer, and motivation stimulator. For each element, it provides details on the related skills and approaches.
The document provides information on developing effective communication skills. It discusses communication principles like giving and gathering good information to build mutual trust. It also covers developing assertive communication skills through principles like focusing on solutions rather than problems. The document recommends developing active listening skills such as paraphrasing, reflecting feelings, and synthesizing ideas to better understand others.
The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
The document discusses human resources policies and practices at Hilton. It outlines Hilton's values of hospitality, integrity, leadership, teamwork and ownership. It then discusses identifying and recruiting the right employee candidates, providing training, and using a total rewards concept to approach compensation. The overall document focuses on how Hilton aims to attract, develop and retain top talent through its human resources strategies and programs.
The document provides an overview of key topics in human resource management including HR planning, recruitment, selection, training and development, performance management, and career management. It discusses various techniques used in each area such as manpower planning, selection tests, training needs analysis, performance appraisal elements, and career anchors. Examples are given throughout to illustrate concepts.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
This document summarizes key aspects of recruitment, selection, training, and development processes. It defines recruitment as the process of finding and attracting job candidates, and outlines the main stages in the recruitment process. It also discusses different sources of recruitment and factors that affect recruitment. Selection methods like interviews, tests, and assessments are described. The importance and objectives of training and development are explained. Different training models like the systems model and instructional systems development model are summarized. The roles of training consultants and HR professionals in training are highlighted.
Human Resource Management involves planning, recruiting, selecting, training, developing, and compensating employees to satisfy organizational and individual goals. The key activities include recruitment and selection, training and development, performance appraisal, and pay and benefits. HR planning involves forecasting current and future workforce needs. Effective HRM ensures all components like recruitment, selection, training, and compensation are aligned with organizational strategy. Performance appraisals provide feedback to enhance employee performance and determine rewards. A variety of pay structures and incentives can be used to motivate individual and team performance.
Human capital management involves planning, developing, and maintaining an organization's workforce. It includes recruitment, selection, training, performance reviews, compensation, and labor relations. The goal is to attract and retain high-performing employees to meet organizational goals. HR planning forecasts future needs through demand and supply forecasts. Selection tools like interviews, tests, and references determine the best candidates. Training and development build employees' skills for current and future roles. Performance reviews evaluate employees and provide feedback for improvement. Compensation includes pay and benefits to motivate and reward performance.
This document outlines learning outcomes and content for a human resource management course. It covers topics such as the HR process, legal regulations, employment planning, recruitment and selection, training, performance evaluation, compensation and benefits, diversity, sexual harassment, labor relations, workplace violence, and downsizing. Key aspects of each topic are defined, such as the components of a job analysis, traditional recruiting sources, selection devices and biases, and types of employee benefits. Laws impacting HR practices and major federal employment laws are also summarized.
The document discusses various topics related to human resource management including the functions and remit of HRM, changing patterns of employment, reasons for subcontracting, human resource planning, recruitment, selection, training, staff development, employee relations, and relevant legislation. Key areas covered are the role of HRM in promoting staff development and managing employee relations, Maslow's hierarchy of needs, methods of motivation, internal and external recruitment, selection techniques like interviews and tests, types of training, performance appraisal, the role of trade unions and collective bargaining, grievance procedures, and major employment laws.
This document discusses key aspects of human resource management (HRM), including defining HRM, its importance in organizations, and its core functions. Some main points covered are:
- HRM involves managing human resources to maximize employee performance and achieve organizational goals through recruitment, training, and development.
- Important aspects of HRM include recruitment and training, performance management, and maintaining workplace culture and employee compensation.
- Effective HRM processes include identifying and selecting competent employees, providing skills training, and retaining high-performing staff.
- HRM must consider various factors like labor unions, government regulations, and diversity and work-life balance issues.
Selection involves differentiating between job applicants to identify those most likely to succeed. It is the process of choosing individuals with the required qualifications and competence to fill jobs. The purpose of selection is to assess a candidate's suitability for employment by using various methods such as application forms, interviews, reference checks, and tests that measure abilities, skills, knowledge, and personality traits.
The document discusses employee testing and selection. It emphasizes the importance of selecting the right employees, as organizational performance depends on having subordinates with the right skills. Careful selection is important to avoid legal issues from negligent hiring. There are many types of tests that can be used in selection, including cognitive, personality, and work sample tests. It is important to validate any tests used to ensure they accurately measure the skills needed for the job. Background checks and reference checks should also be conducted carefully and legally.
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
The document outlines key aspects of human resource management including defining HRM, environmental factors affecting HRM, HRM activities, HR planning, recruitment, selection, pay and benefits, performance management, and training and development. It discusses defining HRM and its objectives of ensuring the business is appropriately staffed and high performance. Key HRM activities include HR alignment, planning, recruitment, selections, pay and benefits, and training. HR planning involves demand and supply analysis to determine deficits or surpluses. Recruitment methods include internal and external approaches while selection involves interviews, references checks, and tests.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
The document discusses the employee selection process, including defining the steps as job analysis, identifying job requirements, selecting assessment methods, evaluating reliability and validity, and using assessments to evaluate applicants. It also covers interviewing candidates, reference checks, tests of cognitive and physical abilities, and personality assessments. The goal is to outline an effective, legally compliant selection process.
This document provides guidance on implementing people analytics within an organization. It outlines a 3-step process: 1) choose metrics and key performance indicators to monitor and predict workforce outcomes; 2) define data sources to pull relevant information; 3) decide whether to use an off-the-shelf or custom people analytics tool. Examples of people analytics tools are also provided at different capability levels to help select the right solution. Implementing people analytics can transform how HR operates by improving areas like recruitment, performance management, compensation, and retention through a more data-driven approach.
This document provides tips for attracting and retaining top talent. To attract talent, companies should focus on company culture, reputation, career progression, and competitive salaries and benefits. Specific benefits mentioned include health insurance, retirement benefits, vacation time, flexible schedules, remote work options, and professional development opportunities. To retain talent, the document recommends identifying retention as a strategic issue, developing great people managers, providing career growth opportunities, recognizing good work, ensuring fair compensation, offering a good work-life balance, and soliciting employee feedback. Regular communication of opportunities and appreciation of employees are also emphasized.
The document discusses strategies for connecting an HR strategy to business goals and objectives. It explains that an HR strategy should align the goals of the HR department with the overall business goals. The HR strategy should seek to support the business goals either directly or indirectly. It also outlines six steps to develop an effective HR strategy, which includes understanding organizational objectives, evaluating current capabilities, and defining metrics and measures. Additionally, it provides examples of an HR strategy map and key performance indicators that can be used to measure the success of the HR strategy.
Digital HR aims to transform HR services and processes through technologies like analytics, mobile, cloud, and social media. This improves both the employee experience and organizational success by making HR more digital, mobile, and optimized. Benefits include using analytics to align HR with strategy, streamlining duplicative systems, delivering a better employee experience through mobile-first HR services, and integrating modern tools through cloud-based talent management. Successfully transforming HR digitally requires establishing a clear and measurable goal linked to business objectives, gaining support from stakeholders, and bringing people together in the organization through the process.
This document discusses developing an effective recruitment strategy and plan. It recommends 7 strategies to improve the hiring process, including developing a clear employer brand, optimizing the career page, sharing company culture on social media, employee referrals, using data and metrics, and creating a recruitment plan. An effective recruitment plan should define goals, forecast future hiring needs, develop candidate profiles, establish an employee value proposition and marketing strategy, and select tools and technology while staying within budget. Such a plan will help make better hiring decisions and ensure recruitment objectives align with company goals.
The document summarizes the 9 main pillars of the Business Model Canvas which is a tool for designing a business model. The 9 pillars are: 1) Customer Segments, 2) Distribution Channels, 3) Relationship with Customers, 4) Value Propositions, 5) Revenue Stream, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, and 9) Cost Structure. It provides examples for each pillar including companies like Starbucks, Netflix, Mercedes Benz, Pizza Hut, Tesla, McDonald's, Gojek, Amazon, Toyota, and coffee shops. The 9 pillars can be mapped into the Business Model Canvas to help formulate a business model.
This document summarizes the key points from the book "TED Talks: The Official TED Guide to Public Speaking" by Chris Anderson. It outlines that an amazing presentation consists of interesting content, a cool design, and a memorable delivery. It provides tips for each element, such as having broad and deep insights for content, including eye-catching images and avoiding long sentences for design, and using variations in tone and including stories for delivery. It also identifies the three main mistakes to avoid as moving too much word-for-word text to slides, using all capital letters, and not including relevant images in an artistic arrangement.
This document discusses how to actualize a company's "why" or core mission through four key steps: 1) clearly defining and communicating the why through various creative media, 2) breaking down the why into measurable action plans and KPIs for each department, 3) regularly monitoring progress on action plans, and 4) celebrating successes to motivate employees. It provides examples of missions from companies like Tesla, Amazon, LinkedIn and Starbucks, and emphasizes that developing inspiring communication, detailed action plans, and a solution-oriented culture are important for realizing a company's fundamental purpose.
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham. It discusses how focusing on strengths rather than weaknesses is more effective for achieving high performance. The document outlines three indicators that can reveal a person's strengths: past success experiences, interests and passions, and recognition from coworkers. It then describes a three-step process to increase potential strengths, which includes discovering existing strengths, creating a plan to develop them further, and evaluating the results of skill improvement efforts.
This document summarizes the key concepts from the book "Measure What Matters" about implementing an OKR (Objectives and Key Results) system. It outlines the main 4 steps to successfully implement OKRs: 1) Each work unit formulates measurable OKRs, 2) Develops action plans to achieve each OKR, 3) Regularly monitors OKR achievement using dashboards, and 4) Links OKR achievement to bonus incentives. Implementing OKRs using these steps can help organizations exponentially grow performance by setting clear objectives and measuring results.
This document discusses key concepts from the book "Grit: The Power of Passion and Perseverance" by Professor Angela Duckworth. It describes grit as perseverance, mental toughness, and an unyielding attitude to achieve life goals. The document outlines four pillars for developing grit: 1) having a passion for a goal or activity, 2) engaging in deliberate practice to improve skills, 3) having a sense of purpose for one's work, and 4) maintaining a sense of hope that goals can be achieved through perseverance.
Atomic Habits explains how small habits can have a tremendous impact on our lives over time. It argues we should focus on building good habits through a system of "tiny habits" rather than obsess over goals. The book provides tips for developing habits, including making new habits obvious with a specific plan, starting small and simple, performing the habit at the same time each day, and linking new habits to existing routines. By following these principles of habit formation, readers can change their habits and ultimately change their lives.
The 4 Disciplines of Execution framework outlines an approach for organizations to effectively execute their strategic plans. It involves 4 key disciplines: 1) Focusing on Wildly Important Goals (WIGs), which are 3 super important goals; 2) Working on lead measures, which are process indicators that drive WIG achievement; 3) Using a performance scoreboard to monitor WIG progress and lead measures; and 4) Establishing performance accountability among team leaders and members to ensure WIG goals are achieved. The framework was created by management consultants to help companies implement business strategies optimally.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
This document discusses strategic planning for managers. It outlines the five key tasks of strategic planning as forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It then discusses factors that shape strategic choices such as industry environment, company strengths/weaknesses, and management priorities. Different levels of strategy for a company are described. Methods for analyzing industry environment and competitors are provided to help design competitive strategy. Five generic competitive strategies are defined. The importance of effective strategy implementation through building organization capability, setting rewards, leadership, and systems is emphasized.
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses various methods for generating new product ideas such as dimensional analysis, problem analysis, and benefit structure analysis. The document also identifies three key factors for effective new product development according to research: having a high-quality new product process, a clear new product strategy, and devoting adequate resources to new product development.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
This document outlines the key elements of an effective marketing plan, including an executive summary, situation analysis, objectives, strategies, tactics, and budget. It provides examples and descriptions of each section, such as describing the current state of the business in the situation analysis and setting measurable goals in the objectives section. It also includes an example marketing plan for a plastic molding company aiming to increase sales by expanding into new territories and hiring third-party sales representatives.
This document provides an overview of marketing communication strategies and tools. It discusses the objectives of marketing communication as informing, persuading and reminding the target audience. The key elements of the marketing communication mix are described as advertising, promotion, public relations, direct sales. Advertising is elaborated on as the most prominent paid element, with the AIDA model of attracting attention, building interest, creating desire and prompting action. Other marketing communication channels like public relations, sales promotion and personal selling are also summarized along with their objectives and benefits.
The document discusses key aspects of brand equity and managing brands, including definitions of brand loyalty, brand awareness, perceived quality, and brand associations. It outlines methods for measuring, enhancing, and communicating different elements of brand equity. Specific strategies are provided for developing a brand vision and positioning, fulfilling a brand's contract with customers, and measuring return on brand investment through various metrics.
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
The Rise of Supernetwork Data Intensive ComputingLarry Smarr
Invited Remote Lecture to SC21
The International Conference for High Performance Computing, Networking, Storage, and Analysis
St. Louis, Missouri
November 18, 2021
Video traffic on the Internet is constantly growing; networked multimedia applications consume a predominant share of the available Internet bandwidth. A major technical breakthrough and enabler in multimedia systems research and of industrial networked multimedia services certainly was the HTTP Adaptive Streaming (HAS) technique. This resulted in the standardization of MPEG Dynamic Adaptive Streaming over HTTP (MPEG-DASH) which, together with HTTP Live Streaming (HLS), is widely used for multimedia delivery in today’s networks. Existing challenges in multimedia systems research deal with the trade-off between (i) the ever-increasing content complexity, (ii) various requirements with respect to time (most importantly, latency), and (iii) quality of experience (QoE). Optimizing towards one aspect usually negatively impacts at least one of the other two aspects if not both. This situation sets the stage for our research work in the ATHENA Christian Doppler (CD) Laboratory (Adaptive Streaming over HTTP and Emerging Networked Multimedia Services; https://athena.itec.aau.at/), jointly funded by public sources and industry. In this talk, we will present selected novel approaches and research results of the first year of the ATHENA CD Lab’s operation. We will highlight HAS-related research on (i) multimedia content provisioning (machine learning for video encoding); (ii) multimedia content delivery (support of edge processing and virtualized network functions for video networking); (iii) multimedia content consumption and end-to-end aspects (player-triggered segment retransmissions to improve video playout quality); and (iv) novel QoE investigations (adaptive point cloud streaming). We will also put the work into the context of international multimedia systems research.
How Netflix Builds High Performance Applications at Global ScaleScyllaDB
We all want to build applications that are blazingly fast. We also want to scale them to users all over the world. Can the two happen together? Can users in the slowest of environments also get a fast experience? Learn how we do this at Netflix: how we understand every user's needs and preferences and build high performance applications that work for every user, every time.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
Performance Budgets for the Real World by Tammy EvertsScyllaDB
Performance budgets have been around for more than ten years. Over those years, we’ve learned a lot about what works, what doesn’t, and what we need to improve. In this session, Tammy revisits old assumptions about performance budgets and offers some new best practices. Topics include:
• Understanding performance budgets vs. performance goals
• Aligning budgets with user experience
• Pros and cons of Core Web Vitals
• How to stay on top of your budgets to fight regressions
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
this resume for sadika shaikh bca studentSadikaShaikh7
I am a dedicated BCA student with a strong foundation in web technologies, including PHP and MySQL. I have hands-on experience in Java and Python, and a solid understanding of data structures. My technical skills are complemented by my ability to learn quickly and adapt to new challenges in the ever-evolving field of computer science.
Are you interested in dipping your toes in the cloud native observability waters, but as an engineer you are not sure where to get started with tracing problems through your microservices and application landscapes on Kubernetes? Then this is the session for you, where we take you on your first steps in an active open-source project that offers a buffet of languages, challenges, and opportunities for getting started with telemetry data.
The project is called openTelemetry, but before diving into the specifics, we’ll start with de-mystifying key concepts and terms such as observability, telemetry, instrumentation, cardinality, percentile to lay a foundation. After understanding the nuts and bolts of observability and distributed traces, we’ll explore the openTelemetry community; its Special Interest Groups (SIGs), repositories, and how to become not only an end-user, but possibly a contributor.We will wrap up with an overview of the components in this project, such as the Collector, the OpenTelemetry protocol (OTLP), its APIs, and its SDKs.
Attendees will leave with an understanding of key observability concepts, become grounded in distributed tracing terminology, be aware of the components of openTelemetry, and know how to take their first steps to an open-source contribution!
Key Takeaways: Open source, vendor neutral instrumentation is an exciting new reality as the industry standardizes on openTelemetry for observability. OpenTelemetry is on a mission to enable effective observability by making high-quality, portable telemetry ubiquitous. The world of observability and monitoring today has a steep learning curve and in order to achieve ubiquity, the project would benefit from growing our contributor community.
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
Coordinate Systems in FME 101 - Webinar SlidesSafe Software
If you’ve ever had to analyze a map or GPS data, chances are you’ve encountered and even worked with coordinate systems. As historical data continually updates through GPS, understanding coordinate systems is increasingly crucial. However, not everyone knows why they exist or how to effectively use them for data-driven insights.
During this webinar, you’ll learn exactly what coordinate systems are and how you can use FME to maintain and transform your data’s coordinate systems in an easy-to-digest way, accurately representing the geographical space that it exists within. During this webinar, you will have the chance to:
- Enhance Your Understanding: Gain a clear overview of what coordinate systems are and their value
- Learn Practical Applications: Why we need datams and projections, plus units between coordinate systems
- Maximize with FME: Understand how FME handles coordinate systems, including a brief summary of the 3 main reprojectors
- Custom Coordinate Systems: Learn how to work with FME and coordinate systems beyond what is natively supported
- Look Ahead: Gain insights into where FME is headed with coordinate systems in the future
Don’t miss the opportunity to improve the value you receive from your coordinate system data, ultimately allowing you to streamline your data analysis and maximize your time. See you there!
UiPath Community Day Kraków: Devs4Devs ConferenceUiPathCommunity
We are honored to launch and host this event for our UiPath Polish Community, with the help of our partners - Proservartner!
We certainly hope we have managed to spike your interest in the subjects to be presented and the incredible networking opportunities at hand, too!
Check out our proposed agenda below 👇👇
08:30 ☕ Welcome coffee (30')
09:00 Opening note/ Intro to UiPath Community (10')
Cristina Vidu, Global Manager, Marketing Community @UiPath
Dawid Kot, Digital Transformation Lead @Proservartner
09:10 Cloud migration - Proservartner & DOVISTA case study (30')
Marcin Drozdowski, Automation CoE Manager @DOVISTA
Pawel Kamiński, RPA developer @DOVISTA
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
09:40 From bottlenecks to breakthroughs: Citizen Development in action (25')
Pawel Poplawski, Director, Improvement and Automation @McCormick & Company
Michał Cieślak, Senior Manager, Automation Programs @McCormick & Company
10:05 Next-level bots: API integration in UiPath Studio (30')
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
10:35 ☕ Coffee Break (15')
10:50 Document Understanding with my RPA Companion (45')
Ewa Gruszka, Enterprise Sales Specialist, AI & ML @UiPath
11:35 Power up your Robots: GenAI and GPT in REFramework (45')
Krzysztof Karaszewski, Global RPA Product Manager
12:20 🍕 Lunch Break (1hr)
13:20 From Concept to Quality: UiPath Test Suite for AI-powered Knowledge Bots (30')
Kamil Miśko, UiPath MVP, Senior RPA Developer @Zurich Insurance
13:50 Communications Mining - focus on AI capabilities (30')
Thomasz Wierzbicki, Business Analyst @Office Samurai
14:20 Polish MVP panel: Insights on MVP award achievements and career profiling
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
AI_dev Europe 2024 - From OpenAI to Opensource AIRaphaël Semeteys
Navigating Between Commercial Ownership and Collaborative Openness
This presentation explores the evolution of generative AI, highlighting the trajectories of various models such as GPT-4, and examining the dynamics between commercial interests and the ethics of open collaboration. We offer an in-depth analysis of the levels of openness of different language models, assessing various components and aspects, and exploring how the (de)centralization of computing power and technology could shape the future of AI research and development. Additionally, we explore concrete examples like LLaMA and its descendants, as well as other open and collaborative projects, which illustrate the diversity and creativity in the field, while navigating the complex waters of intellectual property and licensing.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
2. Training Agenda HR Management : An Overview HR Planning and Recruitment Employee Selection Training and Development Performance Management Career Management
3. www.exploreHR.org You can download this presentation at: Please visit www.exploreHR.org for more presentations on leadership, personal development, and HR management.
5. HR Management Cycle Recruitment & Selection Training & Development Performance Management Reward Management Career Management
6. HR Strategy and Business Result Recruitment & Selection Training & Development Performance Management Reward Management Career Management HR STRATEGY Business Strategy Business Result
8. Manpower Planning Company Strategy What staff do we need to do the job? What staff is available within our organization? Is there a match? If not, what type of people do we need, and how should we recruit them? Job Analysis Performance appraisal Company data banks Training Employee management and development What is impact on wage and salary program?
9. Manpower Planning The financial resources available to your organization Factors in Forecasting Personnel Requirements Projected turnover (as a result of resignation and terminations) Quality and nature of your employees (in relation to what you see as the changing need of your organization)
10. Technique to Determine Number of Recruits Study of a firm’s past employment needs over a period of years to predict future needs Trend Analysis Ratio Analysis A forecasting technique for determining future staff needs by using ratios between sales volume and number of employees needed
11. Recruitment from External Resources Recruiting new staff from external sources will be influenced by several factors, namely : When the economic conditions are relatively difficult, there will usually be an oversupply, or the number of applicants will much higher than the demand. In such a case, the company will find it relatively easier to select new employees from the large number of applicants. Macro- Economic Conditions of a Nation
12. When the sector is one that is considered a ‘rare’ sector, the company will have more difficulty in recruiting staff for this sector. For example, computer technology, or cellular engineering. Availability of Manpower in Desired Sectors Recruitment from External Resources
13. It will tend to be easier for a company to find and recruit the best people if the company has a good reputation, therefore the best fresh graduates will flock to apply to the company. Example : Google, McKinsey or Microsoft. Company Reputation Recruitment from External Resources
14. Some employers use a recruiting yield pyramid to determine the number of applicants they must generate to hire the required number of new employees. Example of Recruitment Curve: 1200 - Leads generated 200 - Candidates invited 150 - Candidates interviewed 100 - Offers made 50 - New hires Recruitment Yield Pyramid
17. Basic Concept of Selection Tests The quality of an employee selection test is determined by three main factors, namely : Criterion Validity : A type of validity based on showing that scores on the test (“predictors”) are related to job performance (“criterion”). Content Validity : A test that is “content valid” is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question. Reliability : The consistency of scores obtained by the same person when retested with identical or equivalent test.
18. Some Types of Selection Test 1. Cognitive Ability Test Personality Test 3. Interview
19. Cognitive Ability Test Cognitive Abilities Tests: Paper and pencil or individualized assessment measures of an individual's general mental ability or intelligence.
20. Advantages of Cognitive Ability Test highly reliable verbal reasoning and numerical tests have shown high validity for a wide range of jobs the validity rises with increasing complexity of the job may be administered in group settings where many applicants can be tested at the same time scoring of the tests may be completed by computer scanning equipment lower cost than personality tests
21. Disadvantages of Cognitive Ability Test non-minorities typically score one standard deviation above minorities which may result in adverse impact depending on how the scores are used in the selection process differences between males and females in abilities (e.g., knowledge of mathematics) may negatively impact the scores of female applicants
22. Personality Test Personality Tests: A selection procedure measure the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.
23. Advantages of Personality Test can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization can reveal more information about applicant's abilities and interests can identify interpersonal traits that may be needed for certain jobs
24. Disadvantages of Personality Test difficult to measure personality traits that may not be well defined responses by applicant may be altered by applicant's desire to respond in a way they feel would result in their selection lack of diversity if all selected applicants have same personality traits lack of evidence to support validity of use of personality tests
25. Interview Interviews: A selection procedure designed to predict future job performance on the basis of applicants' oral responses to oral inquiries.
26. Advantages of Interview useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job can assess the applicant's job knowledge can be used for selection among equally qualified applicants enables the supervisor and/or co-workers to determine if there is compatibility between the applicant and the employees allows the applicant to ask questions that may reveal additional information useful for making a selection decision
27. Disadvantages of Interview subjective evaluations are made decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision interviewers form stereotypes concerning the characteristics required for success on the job research has shown disproportionate rates of selection between minority and non-minority members using interviews negative information seems to be given more weight not as reliable as tests
29. Training Need Analysis Training Objectives Training Delivery Training Evaluation Training Process What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the-job-training, action learning, etc. Measure reaction, learning, behavior, and results
30. Assessing Training Needs Task Analysis A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted Competency Analysis Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.
31. Competency Analysis Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
34. Training Matrix for Competency Development V = compulsory training Training Title
35. Enhance Training Effectiveness Make the material meaningful Provide for transfer to learning Motivate the trainee Training Effectiveness
36. Enhance Training Effectiveness Make the material meaningful At the start of training, provide the trainees with a bird’s-eye view of the material to be presented. Knowing the overall picture facilitates learning. Use a variety of familiar examples when presenting material Organize the material so that it is presented in a logical manner and in meaningful units Try to use terms and concepts that are already familiar to trainees Use as many visual aids as possible
37. Enhance Training Effectiveness Provide for transfer to learning Maximize similarity between the training situation and the work situation Provide adequate training practice Identify each feature of the step in the process
38. Enhance Training Effectiveness Motivate the trainee People learn best by doing. Try to provide as much realistic practice as possible Trainees learn best when correct response on their part are immediately reinforced. Trainees learn best when they learn at their own pace. If possible, let trainees pace themselves.
39. Type of Training Program Formal course OFF THE JOB Simulation Wilderness Trip Does not interfere with job Provides for fact learning Helps transfer of learning Creates lifelike situations Builds teams Builds self-esteem
40. Type of Training Program Job instruction training ON THE JOB Apprenticeship training Job rotation Mentoring Facilitates transfer of learning Does not require separate facilities Does not interfere with real job performance Provides extensive training Gives exposure to many jobs Allows real learning Is informal Is integrated into job
41. Evaluation of Training Effectiveness Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels of Training Effectiveness
42. Evaluation of Training Effectiveness Test the trainees to determine if they learned the principles, skills, and facts they were to learn. Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile? Level 1 - Reaction Level 2 - Learning
43. Evaluation of Training Effectiveness What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth. Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application Level 4 – Business Impact
45. Why Performance Appraisal? Appraisal provide information upon which promotion and salary decision can be made. Appraisal provide an opportunity for a manager and his/her subordinates to sit down and review the subordinate’s work-related behavior, and then develop a plan for corrective action. Appraisal provide a good opportunity to review the person’s career plans in light of his/her exhibited strengths and weaknesses.
46. Performance Management Cycle Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed back Corrective Action Performance Appraisal and Evaluation Training & Development Plan Salary/Bonus Adjustment Career Development
47. Performance Management Cycle Defining Performance Standard/ Targets Appraising Performance Providing Feedback for Development Defining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect Appraising performance means comparing your subordinate’s actual performance to the standard/targets set in step one. Providing feedback means discussing plans for any development that is required.
48. Problems in Performance Appraisal Lack of standards Irrelevant or subjective standards Poor measures of performance Poor feedback to employee Negative communication Failure to apply evaluation data Common Performance Evaluation Problems
49. Bias in the Appraisal Process Halo Effect The "halo" effect occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits Central Tendency A tendency to rate all employees the same way, such as rating them all average
50. Leniency The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low Bias The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives. Bias in the Appraisal Process
51. Performance appraisal elements has two main categories: 2. Performance Result : Hard or quantitative aspects of performance (result) 1. Competencies : It represents soft or qualitative aspects of performance (process) Performance Appraisal Element
52. Competencies Score 2. Performance Result Score Overall Score Will determine the employee’s career movement, and also the reward to be earned Performance Appraisal Element
53. Element # 1 : Competencies Competency : Collaboration Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Ensures events and systems, eg IT, for collaboration are in place and used. Manages alliance relationships through complex issues such as points of competing interest. Drives and leads key relationship groups across The company. Builds and maintains relationships across The company. Encourages co-operation rather than competition within the team and with key stakeholders. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Involves teams in decisions that effect them. Builds internal and external networks and uses them to efficiently to create value. Actively builds internal and external networks. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Responds promptly to other team members’ needs. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Expert Advanced Intermediate Basic
54. Element # 2 : Performance Results Target should be measurable and specific
56. Career Planning and Development Providing employees the assistance to form realistic career goals and the opportunities to realize them Career Planning & Development
57. Entry Level First Line Middle Management Senior Management Top Management Join Company 22 years old Supervisor/Ass. Manager 26 - 29 years old Managers 29 - 35 years old GM/Senior Managers 35 - 45 years old CEO/BOD 45 - 55 years old Typical Career movement
58. Career Stage Trial Stage The period from about age 25 to 30 during which the person determines whether or not the chosen field is suitable and if it is not, attempts to change it. Stabilization Stage The period, roughly from age 30 to 40, during which occupational goals are set and more explicit career planning is made to determine the sequence for accomplishing goals
59. Mid career Crisis Stage The period occurring between the mid-thirties and mid-forties during which people often make a major reassessment of their progress relative to their original career ambitions and goals Maintenance Stage The period form about ages 45 to 65 during which the person secures his or her place in the world of work Career Stage
60. Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility. Career Stage
61. Career Anchors Career Anchor : A concern or value that someone will not give up if choice has to be made Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them as a result of learning about his or her talents and abilities.
62. Five Career Anchors Technical/ Functional Career Anchor Managerial Competence as a Career Anchor Creativity as a Career Anchor Autonomy and Independence as Career Anchor Security as a Career Anchor
63. Five Career Anchors Technical/ Functional Career Anchor People who have a strong technical/functional career anchor tend to avoid decisions that would drive them toward general management. Instead, they make decisions that will enable them to remain and grow in their chosen technical or functional field
64. Five Career Anchors Managerial Competence People who show strong motivation to become managers Their career experience enables them to believe that they have the skills and values necessary to rise to such general management position
65. Five Career Anchors Creativity People who go on to become successful entrepreneurs These people seem to have a need to build or create something that is entirely their own product – a product or process that bears their name, a company of their own, or a personal fortune that reflects their accomplishments.
66. Five Career Anchors Autonomy and Independence People who are driven by the need to be on their own, free from the dependence that can arise when a person elects to work in a large organization. Some of these people decide to become consultants, working either alone or as part of relatively small firm. Others choose to become professors, free-lance writers, or proprietors of a small retail business.
67. Five Career Anchors Security People who are mostly concern with long-run career stability and job security. They seem willing to do what is required to maintain job security, a decent income, and a stable future in the form of a good retirement program and benefits.
68. Career Management and the First Assignment Factors to keep in mind about the important first assignment, include : Avoid reality shock (reality shock refers to the result of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of boring, unchallenging jobs. Provide challenging initial jobs Provide realistic job preview in recruiting Be demanding
69. Career Management and the First Assignment Provide periodic job rotation Provide career-oriented performance appraisals Encourage career-planning activities
70. Recommended Further Readings Gary Dessler, Human resource Management, Prentice Hall Susan Jackson and Randall Schuler, Managing Human Resource : A Partnership Perspective, South-Western College Publishing
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