Training and development aim to improve employee performance and prepare them for future roles. Training focuses on short-term skills for the current job, while development has a longer-term focus on personality and culture fit. Effective training begins with a needs assessment including organizational, job, and person analyses. A variety of training methods and tools can then be used, including lectures, seminars, simulations, and group activities. Evaluation is important to assess reaction, learning, behavior change, and organizational impact. Proper evaluation designs involving pre- and post-measures can help determine if training directly caused performance improvements.
The document discusses training and development programs and their impact on employee performance and productivity. It begins by defining training and development and their objectives for both employees and organizations. It then outlines the research methodology used in a study, which included questionnaires distributed to 25 employees. The analysis found that most employees are actively involved in training and feel it helps boost skills, morale, and achieve goals. Training sessions typically last 1-3 hours and include both on-the-job and off-the-job components. The document concludes that regular training leads to improved employee performance and productivity.
The trainer helps the trainees to learn by providing guidance, support and
feedback.
Facilitator: The trainer facilitates the learning process by creating a conducive
environment for learning.
Coach: The trainer coaches the trainees by providing feedback, guidance and support
for improving performance.
Counselor: The trainer provides counseling support to trainees by addressing their
concerns, doubts and issues.
Role Model: The trainer demonstrates desired behaviors and skills which are emulated
by trainees.
Evaluator: The trainer evaluates the learning and provides feedback for further
improvement.
Motivator: The trainer motivates the trainees and inspires higher and sustained efforts.
Catalyst: The trainer
This document provides an analysis of training and development practices at Marks & Spencer. It discusses:
1. Different learning styles (activist, theorist, pragmatist, reflector) and how M&S follows a pragmatic style to help employees gain confidence through on-the-job training.
2. The importance of the learning curve and knowledge transfer for improving employee skills and career development as the company changes its strategies.
3. How assessing learning styles and theories contributes to planning effective training events by defining needs, learning types, and the most appropriate design to meet objectives.
The document discusses various topics related to training and development including definitions of key terms, models of the training process, different types of training methods, and techniques for evaluating training outcomes. It provides details on on-the-job training, apprenticeship training, informal learning, lectures, programmed learning, audiovisual tools, simulated training, and computer-based training. The document also covers management development, succession planning, and various off-the-job training techniques such as case studies, management games, seminars, and role playing.
This document discusses human resource development (HRD) and training and development. It defines HRD as a process of enhancing employee capacities and abilities for productive work through improving their knowledge, skills, and competencies. Training and development is defined as attempts to improve employee performance and increase abilities through learning and changing attitudes or skills. The document distinguishes between training, development, and education. Training refers to imparting specific job skills, development helps employees grow into higher positions, and education involves theoretical classroom learning. It discusses various training methods like on-the-job training and identifies training needs at individual and group levels.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
The training and development presentation contains information about importance, objective and needs of training and development and challenges present in training and development. It contains several review of literature. It explains about Kirkpatrick's model, Kaufman's five level model, CIRO model, CI PD partnership model and k under model. The purpose and methodologies also explained.
This presentation revolves around external training and its different attributes. It covers the advantages and disadvantages and how it must be evaluated.
The document summarizes best practices in training needs analysis, design, delivery, evaluation, and transfer in China. It discusses several models for conducting needs analysis, designing and delivering training, evaluating training impact, and enhancing transfer of learning to the workplace. Key factors that influence transfer are discussed, along with interventions like needs analysis, coaching, and supervisor/peer support.
A study on Effectiveness of training with reference to Government Arts Colle...R.PRABHU R.RAJENDRAN
This document summarizes a study on the effectiveness of training programs for undergraduate students at a government arts college in Attur, India. The study surveyed 50 computer science students who participated in a 45-day training program. Key findings include:
- Over 80% of students strongly agreed that the training met their expectations and helped improve their communication skills.
- Around 60% strongly agreed that the program increased their motivation and confidence.
- The majority of students rated the trainer's knowledge, organization, and encouragement of participation as high.
- Most students reported being highly satisfied with the overall usefulness of the training program.
This document provides information about Intact International's Team Coaching and Development program. The program consists of 6 workshops over 50 hours that teach skills in team coaching, consulting, and development based on theories like transactional analysis and group relations. It is accredited by the ICF and provides 50.75 continuing education units. The program aims to help experienced professionals like coaches and consultants improve their skills in areas like structuring teams, facilitating stages of team development, and providing coaching to teams. It involves workshops, intervision groups, a learning logbook, presentation, and a team coaching case study. The case study demonstrates how to apply team coaching concepts in practice to improve business performance.
The document summarizes information about The Greenway Academic Coaching, including its mission to help students develop academic skills and earn better grades through individual and group coaching sessions. It was founded in 2010 and has grown to serve students from classes 4 through the second year of higher secondary certificate (HSC). The document also provides a breakdown of the number of students by class level and recommends ways to improve the classroom facilities, blog, library, and addition of a student study area.
This document outlines the key steps in an effective train-the-trainer process:
1. Analysis - Conduct a needs assessment to identify gaps between current and desired skills/knowledge through surveys, interviews, and reports. Determine clear training objectives and methods.
2. Design and development - Develop the training content and points based on the objectives. Organize the presentation and incorporate visual elements.
3. Delivery - Engage trainees through an interesting delivery style using techniques like questions, examples, and activities. Deal with questions from trainees respectfully.
4. Evaluation - Measure the success of the training against the original objectives using methods like surveys, interviews, or work results to evaluate learning progress and on-the-
The document outlines the training cycle which includes 4 steps: needs analysis to identify training needs, design and development of the training program, delivery of the training, and evaluation of the training at 4 levels - reaction, learning, behavior, and results. It provides details on each step, including how to conduct a needs analysis at the organizational, job, and individual level, concepts for designing effective training like practice and feedback, and methods for evaluating the success of training.
Management Development (Modern) PowerPoint ContentAndrew Schwartz
This document outlines an employee development program focused on management skills. The program objectives include identifying management styles, effective communication, coaching behaviors, motivation, goal setting, delegation, problem solving, and brainstorming. It provides definitions of management and development, and discusses management styles, leadership, effective communication, motivation, delegation, supervision, and decision making. The presentation aims to develop participants' technical, human, and conceptual competencies as managers.
This document provides an overview of performance management objectives and processes. It aims to teach effective methods for creating constructive performance evaluations, communicating with employees, and using performance management forms and tools. The key points covered include: setting objectives and expectations with employees, providing ongoing feedback, conducting a formal annual performance evaluation with no surprises, linking individual performance to organizational goals, and developing measurable performance goals.
analysis of effective of training programRekha Angel
The document presents a report on the effectiveness of a training program conducted by Rekha Choudhary. It includes an executive summary, introduction, company information, research methodology, data analysis and interpretation, findings, and conclusion. A survey was conducted to analyze employee opinions on various aspects of the training program such as objectives, trainers, learning achievement, relevance, and methodology. The data was interpreted using tables and charts to identify areas of strength and improvement for future training programs.
Training provides employees with the skills and knowledge needed to perform their jobs effectively. It aims to increase productivity, improve quality and fulfill future personnel needs. Training objectives specify what skills employees will gain and are measurable. Training benefits both the business through increased efficiency and employees through improved morale and effectiveness. Development differs by focusing on long-term, conceptual learning for managers rather than short-term technical skills for non-managers.
This document discusses key concepts related to employee training. It defines training as a learning process that involves acquiring knowledge, skills, and changing attitudes to enhance employee performance. It then discusses several principles of learning: modeling, motivation, reinforcement through rewards and feedback, spaced practice, whole learning, and active practice. The overall summary is that effective training follows learning principles and involves acquiring knowledge and skills through various methods in order to improve employee performance.
Maalot Mortgage Insurance placed unmanned insurance kiosks in bank branches to allow customers to obtain insurance quotes and policies after signing their mortgages. The kiosks use xyzmo's signature solution to capture electronic signatures, producing valid insurance policies. Over 10,000 new customers use the kiosks each month. The kiosks provide a modern customer experience while generating immediate returns for Maalot and improving access to mortgage insurance.
PDHPE teaches students skills related to physical and mental health, sports, nutrition, safety, and self-respect to help them lead healthier and safer lives. It develops physical and mental skills that can be applied outside of school. Students learn the importance of eating healthy, protecting themselves, following safety procedures, and respecting themselves and others through PDHPE courses.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
This document discusses learning and development in organizations. It begins by outlining learning objectives related to understanding learning organizations, the training process, training design methods, and evaluating training programs. It then defines key terms like education, learning, development and training. The rest of the document details various aspects of the training process including needs assessment, content design using the ADDIE model, delivery methods, and evaluation. It also discusses methods for developing learning organizations and management.
The document discusses various methods for developing executives, including on-the-job techniques like coaching, role playing, management games, and sensitivity training. It also covers other methods such as in-basket exercises, simulation, programmed learning, vestibule training, syndicate method, lectures, panel discussions, brainstorming, and correspondence methods. The goal is to provide training opportunities to develop skills while minimizing time away from regular job duties.
Coaching And Mentoring Level 5 Slides Nov 2009guest13b131d
The document provides information about the ILM Level 5 Certificate in Coaching & Mentoring in Management, including its aims, objectives, assignment details and structure. It outlines the 3 units of the certificate and describes the work-based assignment involving proposing a coaching/mentoring program, undertaking coaching/mentoring sessions, and reflecting on performance. Key coaching and mentoring concepts such as GROW, MEDIC, and feedback models are also summarized.
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
This document discusses various aspects of personal development and training. It defines personal development as conscious self-improvement and transcending limitations. It also discusses the importance of training employees to keep their skills updated. Various methods of training analysis are outlined including organizational, task, and individual analysis. The key components and administration of training programs are explained.
Here's a ppt presentation on Management Development Programs.
The aim Management Development Programs is to transform managers belonging to intermediate level to successful leaders.
This document provides a summary of the sessions and activities for a leadership development programme over 6 days. The programme focuses on developing the participants' leadership skills at different levels - as individuals, in teams, and within their organization. It uses a combination of presentations, practical exercises, discussions and guest speakers. The exercises are designed to build skills like communication, feedback, collaboration and cultural awareness. Participants also work on developing personal leadership plans and team-based experiments to apply the learnings back at work over an interim period before the final module. The programme aims to help participants accelerate their performance as leaders.
The document discusses human resource development and career planning. It defines HRD and describes its characteristics like being a planned process that develops competencies at different levels. The document also outlines various on-the-job and off-the-job training methods and discusses how career planning and development is a shared responsibility between organizations and employees.
Coaching and mentoring both involve helping individuals improve through sharing knowledge and experience. A coach focuses on helping a group achieve goals and objectives, while a mentor provides trusted guidance to help a mentee learn and develop skills. Effective coaching requires strong communication skills to provide feedback, ask questions, and help coachees improve performance through self-reflection and setting goals.
The document discusses behavioral training and its importance in enhancing organizational climate. It provides an overview of different types of behavioral training like organizational training, management development, skills development, team training, business training, and life training. It then describes the objectives, methodology, and findings of a study conducted on behavioral training at Gabriel India Ltd. The study found that organizational needs were the highest priority for training. It also found that the most important aspect for an effective training program was the trainer, followed by time constraints and tools/aids. Many employees reported facing blockages like learning skills issues and difficulty learning from others.
Change is constant and developing trust is critical to reducing employee resistance. Coaching aims to help employees maintain or improve performance through on-the-job guidance, while mentoring is a partnership for mutual growth between individuals with differing skills. Training involves demonstrating tasks to achieve knowledge and skills, while development refers to both personal and career skills attained through various opportunities. A systematic approach to training like the ADDIE model is important, involving assessment, design, implementation, and evaluation.
Change is constant and developing trust is critical to reducing employee resistance to change. Open communication, employee participation, consistent behavior, integrity, and concern for employees are important factors. Coaching aims to help employees maintain and improve performance through on-the-job guidance rather than instructions. Mentoring is a power-free partnership for mutual growth, usually between individuals with different experience levels. Training involves demonstrating tasks to achieve knowledge and skills, while development refers to both personal and career skills attained through various opportunities. A systematic approach to training is needed, following Goldstein's ADDIE model of assessment, design, implementation, and evaluation.
Training & Development HRM by Neeraj Bhandari (Surkhet Nepal)Neeraj Bhandari
This document provides an overview of training and development. It discusses that training has a short-term focus to provide skills for present jobs, while development has a long-term focus on broader skills. It then describes various training objectives, processes, methods, and evaluation techniques. The key training methods discussed are classroom lectures, group discussions, simulations, role-playing, case studies, and management games.
The document provides an overview of training and development. It defines training and discusses learning theories including social learning theory and Lewin's learning model. It also covers behavior modification models, characteristics of effective training practices, assessing training needs, and various training methods. Evaluation of training programs and factors affecting transfer of training are also summarized. Career development and stages are briefly discussed.
Facilitation Skills for Train the Trainer (TTT) Programme
Facilitation is an art and science and can be learned and improved upon with practice and it is a required skill for any project or team manager.
The document discusses team development and the role of a project manager in developing an effective project team. It states that developing a team is crucial for successfully completing a project, as it requires teamwork. The five stages of team development are described: forming, storming, norming, performing, and adjourning. The responsibilities of a project manager at each stage are outlined, such as providing direction in the forming stage and delegating responsibilities in the performing stage. Factors for effective team development and potential challenges are also summarized.
The document discusses personnel development and employee training programs. It defines training as programs that develop skills, abilities, and attitudes in employees. The purposes of training are to increase performance, develop employees for higher roles, utilize human resources effectively, and integrate individual and organizational goals. Training methods include on-the-job training like coaching and job rotation, and off-the-job training like lectures and role playing. Management development focuses on improving managerial performance through knowledge and skills training. Career development involves planning and growth opportunities to help employees achieve career goals.
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
Fluttercon 2024: Showing that you care about security - OpenSSF Scorecards fo...Chris Swan
Have you noticed the OpenSSF Scorecard badges on the official Dart and Flutter repos? It's Google's way of showing that they care about security. Practices such as pinning dependencies, branch protection, required reviews, continuous integration tests etc. are measured to provide a score and accompanying badge.
You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
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!
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.
Interaction Latency: Square's User-Centric Mobile Performance MetricScyllaDB
Mobile performance metrics often take inspiration from the backend world and measure resource usage (CPU usage, memory usage, etc) and workload durations (how long a piece of code takes to run).
However, mobile apps are used by humans and the app performance directly impacts their experience, so we should primarily track user-centric mobile performance metrics. Following the lead of tech giants, the mobile industry at large is now adopting the tracking of app launch time and smoothness (jank during motion).
At Square, our customers spend most of their time in the app long after it's launched, and they don't scroll much, so app launch time and smoothness aren't critical metrics. What should we track instead?
This talk will introduce you to Interaction Latency, a user-centric mobile performance metric inspired from the Web Vital metric Interaction to Next Paint"" (web.dev/inp). We'll go over why apps need to track this, how to properly implement its tracking (it's tricky!), how to aggregate this metric and what thresholds you should target.
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.
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
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.
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.
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
Hire a private investigator to get cell phone recordsHackersList
Learn what private investigators can legally do to obtain cell phone records and track phones, plus ethical considerations and alternatives for addressing privacy concerns.
Quality Patents: Patents That Stand the Test of TimeAurora Consulting
Is your patent a vanity piece of paper for your office wall? Or is it a reliable, defendable, assertable, property right? The difference is often quality.
Is your patent simply a transactional cost and a large pile of legal bills for your startup? Or is it a leverageable asset worthy of attracting precious investment dollars, worth its cost in multiples of valuation? The difference is often quality.
Is your patent application only good enough to get through the examination process? Or has it been crafted to stand the tests of time and varied audiences if you later need to assert that document against an infringer, find yourself litigating with it in an Article 3 Court at the hands of a judge and jury, God forbid, end up having to defend its validity at the PTAB, or even needing to use it to block pirated imports at the International Trade Commission? The difference is often quality.
Quality will be our focus for a good chunk of the remainder of this season. What goes into a quality patent, and where possible, how do you get it without breaking the bank?
** Episode Overview **
In this first episode of our quality series, Kristen Hansen and the panel discuss:
⦿ What do we mean when we say patent quality?
⦿ Why is patent quality important?
⦿ How to balance quality and budget
⦿ The importance of searching, continuations, and draftsperson domain expertise
⦿ Very practical tips, tricks, examples, and Kristen’s Musts for drafting quality applications
https://www.aurorapatents.com/patently-strategic-podcast.html
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
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
2. Definition
Training and Development are not
synonymous terms.
Training is a process of learning through a
sequence of planned and programmed
behavior. It tries to improve present job
performance and prepare employees for
future or intended performance.
3. Contd..
It is therefore :
- a short term process.
- An activity based concept.
- Skills are learned, unlearned or relearned.
- The aim is to enhance individual
effectiveness on the job.
- It involves practical application of
programmed knowledge.
4. Contd..
Development is a wider term than training, that
has job specific as well as culture specific
improvement methods.
Therefore it involves:
- Personality development
- Essentially a thought based concept
- A long run intervention
- Relates individuals to the organization in terns of
goals, skills, attitudes, behaviors and values.
6. Training Need Assessment
Before undertaking training
programmes, organization should
make a thorough assessment about the
actual need of undertaking training
programmes.
7. Training need analysis
Training need assessment would lead to training
need analysis.
Three types of analyses are used to ascertain
training needs.
1. Organizational Analysis.
2. Job Analysis.
3. Person Analysis.
9. Data for Organizational analysis
1. Organizational goals
2. Personnel Inventories
3. Climate Index
4. Job Satisfaction Index
5. Efficiency Index
6. Allocation of training Budget
10. Job Analysis
Job Analysis tries to answer what should
be taught so that the job can be efficiently
performed. KASOCs are effectively
addressed in the training programmes.
11. Data for Job Analysis
Job Descriptions
Job Specifications
Performance Standards
Review Literature on the job
Work Sampling
Analysis of operating problems
12. Person Analysis
Person Analysis tries to answer who needs
training in what areas and in what depth.
Altered skills, attitudes, behaviors and
values can be focused upon in the training
programmes.
13. Data for Person Analysis
Performance appraisal Data
Interviews
Questionnaires
Attitude Surveys
Tests (KASOCs)
Assessment Centers
14. Final stage
After the compilation of the three
analysis, objectives for the training
programmes can be derived.
15. Training has a link to career development
The organization has a vision, mission, goal
and role. HRD initiatives are meant to
facilitate achieving these.
An individual also has aims and hopes and
career aspirations. HRD initiatives are also
meant to take cognizance of these.
16. Assumptions about the organization and the
people.
1. The organization
has objectives.
2. These objectives
can be achieved
only through the
employees.
3. Therefore, people
must know what
they need to learn in
order to achieve
organizational goals.
1. People have
aspirations.
2. In order to learn and
use new abilities people
need appropriate
opportunities, resources
and conditions.
3. Therefore, organizations
must provide effective
resources and
conditions.
17. Therefore, there is a need to have a match
between achieving organizational goals and
providing attractive learning opportunities.
18. Hence on the one hand training need
assessments help to develop the right
person for the right job. On the other
hand, training helps employees to
become what they wish to be.
24. Contd..
In any effective training intervention the
participant is exposed to all three types of
methods although only one or two tools
within each type may be used.
25. Contd..
Which tool is eventually used depends on :
(a) Its assessed need by the trainer
(b) Level of participants’ knowledge & Skill
(c) Expertise of trainer and experience gained
(d) Time and cost constraints
26. The Lecture Method
Oldest tool
Can be very powerful
Both the trainer and trainee is committed
Most effective when an exam is involved
27. 4 points to be kept in mind
Who is your audience?
What is the purpose of your talk?
What is the time available?
What is the subject matter?
28. 4 Necessities
Good preparation and plan
Clear flow of thought
Good Oratory
Effective backup
29. 4 Styles
Podium oratory
Black board
Questions at the end
Clarification when needed
30. 4 Pitfalls
Poor communication
Irrelevance of matter
No logical sequence
Audience is passive
31. Contd..
While giving lecture you have to
remember that you are imparting a skill
or knowledge NOT showing of your
own knowledge.
32. Seminars
Panel – Chosen few experts discuss specific
topics.
Round Table- Experts exchange views with a
clear goal in mind.
33. Point to be kept in mind:
Prepare agenda in clear terms and stick to it.
Choose speakers based on their expertise.
Ensure free flow of ideas within parameters.
Keep desired end in view always.
Have expert moderator to control speakers.
Introduce and conclude proceedings well.
Remember that high level of maturity is needed to pull
off a good seminar.
34. Participative Methods.
Case Study:
- Scenario to be analyzed for learning.
- Linking theory to practice through example
35. Facilitator should:
Monitor discussion without participating in it.
Insist on participants doing their home work.
Link learning gained to theoretical construct.
36. Syndicate Method (Participative)
This means working in a small group to achieve a
particular purpose. It is designed to provide an
environment to help a participant to :
- Critically reflect on his own work and experience.
- Update his knowledge of new skills and concepts
with the help of co-participants.
- Learn to work in teams where members have
divergent skills but convergent goals.
37. Syndicate method .. Contd..
A syndicate is usually a group of 10.
Is functioning as a team to complete an
assignment.
Each syndicate is placed under a directing
staff.
Each syndicate has to submit a report that is
circulated to other syndicates.
Chairman of each syndicate makes a formal
presentation of the views of his team.
38. Business Games (Simulation Method)
Business games are classroom simulation
exercises in which teams of individuals
compete against one another or against an
environment in order to achieve a given
objective. These games are designed to be
representative of real life condition. Under
these an atmosphere is created on which the
participants play a dynamic role and enrich
their skills through involvement.
39. Contd..
Business Games assumes that the maturity,
Knowledge and experience of the participants are
high.
Advantages of Business Games are:
1. It aids innovation,
2. Learning is very effective,
3. Helps bringing about a change.
40. In-Basket exercises (Simulation method)
A simulation of a manager’s workload on a typical
day.
It stresses on:
1. Time Management.
2. Setting Priorities.
3. Delegating Duties.
41. Positive and negative aspects of In-Basket
exercises:
(-) Difficult to administer unless trainer has
managerial experience.
(+) It enhances managerial skills like
delegation, initiative taking and planning.
42. Contd..
(-) These exercises are individualistic and non-
interactive .
(+) Highly adaptive, focused and reality based
learning.
43. Fish Bowl Exercise (Simulation Method)
Another experiential method of training involving the
active participation of trainees to enhance their
learning experience.
It is essentially used in providing skills in
understanding human behavior.
It effectively uses group interaction to develop in the
participants a degree of self awareness.
44. Contd..
It inculcates the discipline of observing
others.
To learn about oneself through the eyes of
others.
- In order for the exercise to be effective the
the number of participants in the group
should be 24.
46. Generic Type Ideal Target
Participants
TRAINING TOOL
•Didactic
•Participative
•Simulation
Training Tools
Lecture
Seminar
Programmed Learning
Case Studies
Syndicate Groups
Sensitivity Training
Large Audiences
Mature Audiences
Self Motivated learners
Managers
Subset at a seminar
or conference
Matured Managers
Business Games,Role
Play,In Basket Exercises,
T.A, Fish bowl exercise
Strategists, Junior
Manager, Middle
level Mngr,Sr.Mngr,
Junior-Middle level
47. Training Aids
Chalk and talk
Over head Projector
Power Point
Management Films
49. Evaluation of Training Programmes
It is well documented that whereas
most managements recognize the
importance of evaluation, few actually
do so.
50. Evaluation involves collection of
data on:
(A) Participants satisfaction, reg:
1. Programmes
2. Material
3. Applicability
52. Kirkpatrick Model of Evaluation
Reaction
Learning
Behavior
Organizational Results
53. Reactions
Through Questionnaires
What the questionnaire seeks:
(a) Degree of satisfaction with :
- Trainer
- Training Methods
- Content of Training
- Material supplied
- Environment and comfort
- Relevance
(b) What aspects to include or delete.
54. What the guidance achieves:
Fine tune learning
Apply learning to job
Create zeal to improve
HR professionals should assess trainees’ reactions
several months after the programme to determine
how relevant trainees felt the training was to their
jobs.
55. (2) Learning
This level assess the learning that has taken
place, the degree to which the trainees have
mastered the concepts, knowledge and
skills.
56. Contd..
Usually measured through :
- Paper pencil tests
- On line tests
- Performance tests
- Simulation Exercises
57. Contd..
Tests are used to measure:
- Level of understanding
- Level of Knowledge Impact
- Level of Applicability
Trainees should be tested on their level of
understanding before and after training to determine
the effects of training on their knowledge.
58. (3) Behavior
This is important because one goal of training is to
modify the on-the job behavior or performance of
trainees.
Measurement of behavior change :
1. Through performance appraisal
2. Through observation
3. Through peer opinion
59. Point to remember:
The instrument or method used to measure
Pre-training and Post-training Behavior must
be the same.
60. (4) Organizational Results
The purpose of collecting organizational results is
to examine the impact of training on the work
group or entire company.
To determine impact of training on :
a) Individual Role Fulfillment
b) Work Group Performance
c) Meeting Company Targets
61. Contd..
So HRD Managers seek pre-training and post-
training data on:
- Productivity - Grievance
- Discipline and Diligence
- Turnover - Willingness to experiment
- Quality of work - Willingness to learn further
- Absenteeism
- Sales
- Customer Satisfaction
62. Evaluation should address two questions:
Whether change has taken place in the
desired criteria or not.
Whether this change can be attributed to the
training programmes or not.
63. Most commonly used designs:
One-shot Post -Test-Only Design
a. Evaluation as after thought.
b. Any one of the four types of criteria is
used.
c. Change cannot be measured.
Training-----------Measure
64. Contd.
One Group Pre-Test Post-Test Design
a) Some planning is involved.
b) Can assess whether change has occurred
c) Cannot attribute change to training
Measure----------Training----------Measure
65. Contd..
Both these methods are prevalent in
companies where H.R.D. has little influence
on Top Management. Try to avoid them as
possible.
66. More Systematic Method of Evaluation.
Post Test Only Control Group Design
a) Two groups are used and individuals are
randomly chosen.
b) Random selection help to equalise and
reduce bias
c) Used when quick results are needed to
pilot test an intervention.
67. Contd..
Group A Training--------Measure
Group B No Training------Measure
-
68. Contd..
Implements, environment, tools, resources,
incentives, timings, and targets for both
group A and group B must be the same.
If successful group B must be trained later.
70. Contd..
Group A Measure---Training------Measure
Group B Measure-No Training---Measure
71. Contdd.
Multiple Time Series Design
- Allows HRD to observe changes in both groups over a
period of time (several months).
- Preferred when a training intervention is novel and is
used for the first time and no benchmarks are available.
72. Contd..
Group A Measure----Measure----Measure
Training-----Measure----Measure
Group B Measure---Measure----Measure
No Training---Measure----Measure
73. Points to remember
1. Always evaluate training so as to justify your role.
2. Share findings openly so that colleagues feel
involved.
3. Seek inputs for improvement of content ,context
communication.
4. Implement new inputs/ideas and give due credit.
5. Training is not an end in itself nor is it only a fun
thing.
6. Keep an eye on cost-benefit analysis and convert it
into monetary terms while keeping top
management informed.