The document discusses employee turnover and retention management. It defines employee turnover as movement across an organization's boundaries and discusses types of turnover like voluntary, involuntary, avoidable and unavoidable. High turnover can negatively impact organizations through costs of recruitment, training and operational disruption. However, turnover can also have positive impacts like increased performance. The document then discusses strategies organizations can use to improve employee retention like competitive pay, training opportunities, work-life balance and career development programs.
The document discusses the marketing process and provides details on Nestle Pakistan. It defines marketing and outlines the key steps in the marketing process - situation analysis, marketing strategy, marketing mix decisions, and implementation and control. It then provides an overview of Nestle Pakistan, including its vision, mission, products, competitors, and SWOT analysis. In its analysis, it notes that while Nestle Pakistan's sales are increasing, some areas need strategic improvements to further boost sales. It recommends Nestle increase profitability by being more proactive and expanding its outlets in Pakistan.
Job design has evolved over time from early concepts like division of labor to more modern approaches. Adam Smith introduced division of labor while Fayol emphasized administration. Taylor introduced scientific management focusing on specialization, standardization, and simplification. Herzberg later introduced job enrichment to provide intrinsic motivation through responsibility, achievement, and growth. Job analysis involves understanding job content, requirements, and context to effectively design jobs. Common job design approaches include enrichment, enlargement, rotation, and flexibility. The goal is to optimize productivity and satisfaction through meaningful, well-structured work.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Human Resource Training and DevelopmentJoey Miñano
The document discusses the key differences and relationships between training and development in organizations. It notes that training involves teaching employees skills for their current jobs, while development prepares employees for future roles and responsibilities. The document outlines various types of training, such as orientation training, job instruction training, and apprenticeship training. It also describes the typical training process, including needs analysis, objective setting, method selection, implementation, and evaluation. Overall, the summary emphasizes that training and development are ongoing processes aimed at improving employee skills and knowledge to help organizations achieve their goals.
Job design involves determining the tasks, methods, and relationships of a job. It aims to increase motivation, productivity, and quality of work life. Key considerations in job design include critical job characteristics and matching individuals to jobs. Approaches to job design are scientific, contemporary individual, team, and ergonomic. Contemporary approaches include job rotation, enlargement, and enrichment to provide variety, challenge and responsibility. Job design impacts outcomes like absenteeism and turnover.
The document discusses group members, definitions of wages and salaries, wage and salary administration, reasons for studying it, the role of human resources in payment, principles, objectives, and elements affecting wage/salary levels. It defines wages as paid to blue-collar employees and salaries to white-collar employees. Wage and salary administration involves developing, implementing, and maintaining a pay system. Objectives include attracting qualified employees, controlling payroll costs, motivating performance, and maintaining fairness and equity.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
The document discusses employee turnover and retention management. It defines employee turnover as movement across an organization's boundaries and discusses types of turnover like voluntary, involuntary, avoidable and unavoidable. High turnover can negatively impact organizations through costs of recruitment, training and operational disruption. However, turnover can also have positive impacts like increased performance. The document then discusses strategies organizations can use to improve employee retention like competitive pay, training opportunities, work-life balance and career development programs.
The document discusses the marketing process and provides details on Nestle Pakistan. It defines marketing and outlines the key steps in the marketing process - situation analysis, marketing strategy, marketing mix decisions, and implementation and control. It then provides an overview of Nestle Pakistan, including its vision, mission, products, competitors, and SWOT analysis. In its analysis, it notes that while Nestle Pakistan's sales are increasing, some areas need strategic improvements to further boost sales. It recommends Nestle increase profitability by being more proactive and expanding its outlets in Pakistan.
Job design has evolved over time from early concepts like division of labor to more modern approaches. Adam Smith introduced division of labor while Fayol emphasized administration. Taylor introduced scientific management focusing on specialization, standardization, and simplification. Herzberg later introduced job enrichment to provide intrinsic motivation through responsibility, achievement, and growth. Job analysis involves understanding job content, requirements, and context to effectively design jobs. Common job design approaches include enrichment, enlargement, rotation, and flexibility. The goal is to optimize productivity and satisfaction through meaningful, well-structured work.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Human Resource Training and DevelopmentJoey Miñano
The document discusses the key differences and relationships between training and development in organizations. It notes that training involves teaching employees skills for their current jobs, while development prepares employees for future roles and responsibilities. The document outlines various types of training, such as orientation training, job instruction training, and apprenticeship training. It also describes the typical training process, including needs analysis, objective setting, method selection, implementation, and evaluation. Overall, the summary emphasizes that training and development are ongoing processes aimed at improving employee skills and knowledge to help organizations achieve their goals.
Job design involves determining the tasks, methods, and relationships of a job. It aims to increase motivation, productivity, and quality of work life. Key considerations in job design include critical job characteristics and matching individuals to jobs. Approaches to job design are scientific, contemporary individual, team, and ergonomic. Contemporary approaches include job rotation, enlargement, and enrichment to provide variety, challenge and responsibility. Job design impacts outcomes like absenteeism and turnover.
The document discusses group members, definitions of wages and salaries, wage and salary administration, reasons for studying it, the role of human resources in payment, principles, objectives, and elements affecting wage/salary levels. It defines wages as paid to blue-collar employees and salaries to white-collar employees. Wage and salary administration involves developing, implementing, and maintaining a pay system. Objectives include attracting qualified employees, controlling payroll costs, motivating performance, and maintaining fairness and equity.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
The document discusses the key differences between products and services. It notes that products are tangible goods that can be seen and touched, while services are intangible activities or processes. The document outlines several differences in how products and services are produced, distributed, consumed and managed. It also discusses the concepts of service quality, the five gaps in service quality, and how organizations can improve service quality by closing these gaps.
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
Human resource management involves procuring, developing, and maintaining a competent workforce to achieve organizational goals. It focuses on actions like training, development, and motivation rather than record keeping. The functions of HRM are planning and organizing the workforce, directing employees, and controlling performance through feedback and correction. HRM aims to benefit individuals through career growth, enterprises through optimal performance, and society through balanced employment.
The document discusses marketing promotion strategies. It describes the promotional mix, which includes advertising, public relations, personal selling, direct mail, and sales promotion. Some specific promotional activities that are mentioned include celebrity endorsements, discount coupons, press conferences, client meetings, word-of-mouth publicity, outdoor advertising, point-of-sale displays, branded t-shirts, and push and pull strategies to market products to retailers and consumers. The goal of promotion is to clearly communicate the benefits of a product or service to the target market.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Operations management involves planning, scheduling, and controlling activities that transform inputs like raw materials, capital, and labor into higher-value outputs like products and services. Key decision areas include quality management, product/process design, location/layout strategies, human resources, supply chain management, inventory management, scheduling, and maintenance. Operations management aims to maximize efficiency and productivity through techniques like lean manufacturing, total quality management, and continuous improvement processes.
The document provides tips for reducing employee turnover by hiring the right people who fit the company culture, offering flexibility and competitive salaries/benefits. It stresses the importance of bolstering employee engagement through social interaction, a rewarding environment, and challenging work. Specific suggestions include treating employees like teammates, recognizing achievements, offering flexible schedules, and making the office environment fun through parties and surprises to increase productivity and morale.
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
Organizational commitment refers to the degree to which an employee identifies with and is dedicated to their employing organization. It involves accepting the organization's goals, exerting effort on its behalf, and maintaining membership. Meyer and Allen's three-component model defines affective commitment as emotional attachment to the organization, continuance commitment as perceived costs of leaving, and normative commitment as a feeling of obligation to remain. Factors influencing commitment include job characteristics, personal traits, relationships, management style, and organizational structure. Employees may exhibit over-commitment through obsessive work patterns or under-commitment through avoidance behaviors.
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
This document outlines a group project for an employee development training workshop. It includes the group members, objectives, and an agenda covering topics like the definition of employee development, approaches to development like formal education and job experiences, and the development planning process. It discusses common development strategies companies use like focusing support on high potentials, making development mandatory, or partnering through joint ventures. Overall, the document provides an overview of key concepts in employee development.
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document discusses key concepts in marketing management including the changing role of marketing, the 4 Ps of marketing, and the components of an effective marketing plan. It explains that marketing has shifted from a focus on physical efficiency to selling and adoption of a marketing approach. The marketing plan involves analyzing the current market situation, identifying opportunities and issues, developing a marketing strategy, and implementing and controlling the plan. An effective marketing plan with a clear business purpose and objectives can help firms achieve higher returns.
Relationship marketing is an integrated effort to identify, maintain, and build networks with individual customers to strengthen the relationship over time for mutual benefit. It focuses on maximizing lifetime customer value through quality customer service, coordinated marketing, and gathering real-time customer feedback. While traditional marketing focuses on transactions and short-term goals, relationship marketing emphasizes long-term customer relationships through cooperation rather than competition.
Charming Canalfront Outer Banks NC Home for Sale | 2253 Teal RdJean-Paul Peron
Charming Canalfront Outer Banks NC Home for Sale | 2253 Teal Rd
http://OBXLifestyles.com | Check out this beautiful 4 bedroom canalfront Outer Banks NC home for sale that offers gorgeous water views combined with privacy and convenience for you and your family!
Sitting on the corner of the canal, this home offers approximately 2,830 sq. ft. of living space. The unique floor plan features 2 regular and 1 master bedroom on the main floor while the upstairs area is filled by the master suite which has its own living area and private deck. The main deck wraps around 3 sides of the house, with an entry to the main house through the dining room and has steps leading to the back yard. Hang out in the sitting room enjoying the view of the water or create delicious home-cooked meals in the kitchen while looking out over the canal.
Located in Carova Beach, this home is a few minutes away from must-visit attractions and beaches where you can spot a few Corolla Wild Horses grazing the dunes (when they’re not grazing in your own backyard). There are not many areas in the country where you can buy beach properties like this at an affordable price, so buy this lot for sale now by calling me, Jean-Paul Peron, at 252-564-9390.
The document discusses the key differences between products and services. It notes that products are tangible goods that can be seen and touched, while services are intangible activities or processes. The document outlines several differences in how products and services are produced, distributed, consumed and managed. It also discusses the concepts of service quality, the five gaps in service quality, and how organizations can improve service quality by closing these gaps.
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
Human resource management involves procuring, developing, and maintaining a competent workforce to achieve organizational goals. It focuses on actions like training, development, and motivation rather than record keeping. The functions of HRM are planning and organizing the workforce, directing employees, and controlling performance through feedback and correction. HRM aims to benefit individuals through career growth, enterprises through optimal performance, and society through balanced employment.
The document discusses marketing promotion strategies. It describes the promotional mix, which includes advertising, public relations, personal selling, direct mail, and sales promotion. Some specific promotional activities that are mentioned include celebrity endorsements, discount coupons, press conferences, client meetings, word-of-mouth publicity, outdoor advertising, point-of-sale displays, branded t-shirts, and push and pull strategies to market products to retailers and consumers. The goal of promotion is to clearly communicate the benefits of a product or service to the target market.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
Different types of motivational schemes for sales personRajesh Shetty
This document discusses different types of motivational schemes for salespeople. It covers various motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. It also discusses different types of compensation plans like straight salary plans, commissions, bonuses, and profit sharing. Both financial and non-financial methods of motivation are examined, including job enrichment, job rotation, praise, suggestion schemes, and job security. The objectives of compensation plans from both the company and salesperson's perspective are also outlined.
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Operations management involves planning, scheduling, and controlling activities that transform inputs like raw materials, capital, and labor into higher-value outputs like products and services. Key decision areas include quality management, product/process design, location/layout strategies, human resources, supply chain management, inventory management, scheduling, and maintenance. Operations management aims to maximize efficiency and productivity through techniques like lean manufacturing, total quality management, and continuous improvement processes.
The document provides tips for reducing employee turnover by hiring the right people who fit the company culture, offering flexibility and competitive salaries/benefits. It stresses the importance of bolstering employee engagement through social interaction, a rewarding environment, and challenging work. Specific suggestions include treating employees like teammates, recognizing achievements, offering flexible schedules, and making the office environment fun through parties and surprises to increase productivity and morale.
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
Employee retention issues and analysisRehan Akhtar
It covers employee retention issues, reasons for attrition, attrition analysis, ways to reduce attrition and how to predict attrition using identified attributes
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
This document discusses employee training and development. It outlines key challenges that training addresses like competing in the market, improving quality and customer service, reducing costs, enhancing productivity, and adapting to new technologies. It differentiates between training, which improves current job performance, and development, which enhances future roles and responsibilities.
The document details the training process, including assessing needs, ensuring employee readiness, creating a learning environment, selecting methods and materials, conducting training, transferring learning, and evaluating the impact. It provides examples of training needs assessment, factors for an effective learning environment, different training methods like lectures and on-the-job training, and Kirkpatrick's model for evaluating training at different levels.
Organizational commitment refers to the degree to which an employee identifies with and is dedicated to their employing organization. It involves accepting the organization's goals, exerting effort on its behalf, and maintaining membership. Meyer and Allen's three-component model defines affective commitment as emotional attachment to the organization, continuance commitment as perceived costs of leaving, and normative commitment as a feeling of obligation to remain. Factors influencing commitment include job characteristics, personal traits, relationships, management style, and organizational structure. Employees may exhibit over-commitment through obsessive work patterns or under-commitment through avoidance behaviors.
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
This document outlines a group project for an employee development training workshop. It includes the group members, objectives, and an agenda covering topics like the definition of employee development, approaches to development like formal education and job experiences, and the development planning process. It discusses common development strategies companies use like focusing support on high potentials, making development mandatory, or partnering through joint ventures. Overall, the document provides an overview of key concepts in employee development.
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document discusses key concepts in marketing management including the changing role of marketing, the 4 Ps of marketing, and the components of an effective marketing plan. It explains that marketing has shifted from a focus on physical efficiency to selling and adoption of a marketing approach. The marketing plan involves analyzing the current market situation, identifying opportunities and issues, developing a marketing strategy, and implementing and controlling the plan. An effective marketing plan with a clear business purpose and objectives can help firms achieve higher returns.
Relationship marketing is an integrated effort to identify, maintain, and build networks with individual customers to strengthen the relationship over time for mutual benefit. It focuses on maximizing lifetime customer value through quality customer service, coordinated marketing, and gathering real-time customer feedback. While traditional marketing focuses on transactions and short-term goals, relationship marketing emphasizes long-term customer relationships through cooperation rather than competition.
Charming Canalfront Outer Banks NC Home for Sale | 2253 Teal RdJean-Paul Peron
Charming Canalfront Outer Banks NC Home for Sale | 2253 Teal Rd
http://OBXLifestyles.com | Check out this beautiful 4 bedroom canalfront Outer Banks NC home for sale that offers gorgeous water views combined with privacy and convenience for you and your family!
Sitting on the corner of the canal, this home offers approximately 2,830 sq. ft. of living space. The unique floor plan features 2 regular and 1 master bedroom on the main floor while the upstairs area is filled by the master suite which has its own living area and private deck. The main deck wraps around 3 sides of the house, with an entry to the main house through the dining room and has steps leading to the back yard. Hang out in the sitting room enjoying the view of the water or create delicious home-cooked meals in the kitchen while looking out over the canal.
Located in Carova Beach, this home is a few minutes away from must-visit attractions and beaches where you can spot a few Corolla Wild Horses grazing the dunes (when they’re not grazing in your own backyard). There are not many areas in the country where you can buy beach properties like this at an affordable price, so buy this lot for sale now by calling me, Jean-Paul Peron, at 252-564-9390.
This document discusses assessment for learning. It defines assessment as measuring student skills and determining the transfer of knowledge. Assessment includes both formative and summative evaluations to monitor progress and structure future assignments. Assessments should match learning objectives and accommodate student needs. Assessments are used to place students in appropriate levels, measure their progress, and motivate advancement. The document also discusses developing lifelong learning through work experience, reflection, communication skills, technical skills, and more.
Climate influences soil, and together climate, soil, and precipitation determine the type of vegetation in an ecosystem or biome. Forest biomes can be deciduous with broadleaf trees that lose leaves annually except in rainforests, or coniferous with needle-leaf evergreens typically found in colder regions. Grassland biomes include savannas, prairies, steppes, and pampas, located in tropical, mid-latitude, and southern hemisphere regions.
Mobile commerce generated $2 billion for eBay in 2010 and mobile web orders increased Papa John's sales by over $1 million in less than six months. Mobile traffic to Costco's website increased by 1400% and mobile commerce is expected to grow 875% over the next five years. Yahoo and Bing saw a 74% year-over-year growth in mobile searches per month, totaling over 650 million. Mobile searches are generally shorter and less brand-specific than desktop searches. Mobile searchers also tend to be younger, with over a quarter under 25 years old and 61% under 35, compared to 15% and 36% for desktop searchers. Mobile search peaks at night while desktop peaks at noon. Entertainment
This document discusses .NET Core and ASP.NET Core. It summarizes that .NET Core is a cross-platform implementation of .NET that is optimized for performance and size. It also discusses that ASP.NET Core is a redesigned, cross-platform framework for building modern web apps built on top of .NET Core. The document provides details on the modular nature and benefits of both .NET Core and ASP.NET Core, such as being open-source and having long term support from Microsoft.
Vicki runs away from home to look for one of her brother's old friends. She gets a ride from an old man in a truck who is interested in learning more about God. Judd goes after Vicki and finds her with the truck driver. They go back home. At school, Judd and Vicki face challenges with teachers who discourage talking about religion. Their pastor later warns them that the years to come will be difficult as most people have been brainwashed to believe Nicolae is good instead of God.
This document discusses the supernatural design and spiritual significance of numbers in scripture. It argues that as God and His works are perfect, His use of numbers must also be perfect, by design rather than chance. The first part examines design in God's works of nature and in scripture, showing that numbers are used intentionally and with meaning. The second part will explore the spiritual significance of specific numbers and their occurrences in scripture. The document contains multiple chapters analyzing different numbers and examples of their uses in detail.
North America has a variety of landforms including mountains, plains, deserts, and tundra. Some key landforms are the Appalachian Mountains, Interior Lowlands, and Rocky Mountains. The Rocky Mountains are taller than the Appalachians due to facing less erosion. North America also has many resources like water, forests, minerals, oil, natural gas, and coal. The Great Lakes contain nearly 20% of the world's fresh surface water. North America has an extensive river system including the Mississippi, Missouri, and Ohio Rivers. Canada's oil sands in Alberta are second largest oil reserves after Saudi Arabia.
(2) documents e books_cisco_networking_books_training_materials_cnap_-_ont_v5...Lary Onyeka
The document provides instructions for configuring a basic Quality of Service (QoS) test setup using Cisco Pagent tools on routers R1 and TrafGen. Key steps include:
1. Configure the switch port VLANs and router interfaces for traffic between TrafGen and R1.
2. Enter the TGN configuration on TrafGen to generate traffic flows towards R1 and back to TrafGen on various ports.
3. Verify traffic is received and transmitted on R1's interfaces using the show interfaces command.
SlideShare is an online platform launched in 2006 that allows users to share and embed presentations, including documents in PDF or OpenOffice format. Users can add images, graphics, text and videos to their presentations. Presentations uploaded to SlideShare can be viewed online and embedded on other websites and blogs. Viewers can leave comments on the slides unlike typical PowerPoint presentations. The platform also allows users to search for materials using keywords.
This document discusses Trainingportal's role as the sole provider of e-learning courses for Teekay Petrojarl since 2014. It provides an overview of the types of courses used in Norway, UK, Brazil and on projects, which include HSE, permit to work, task risk assessment, and blended learning courses. It also describes the process for ordering and completing e-learning courses through the integrated OCS system, and how course completions are automatically updated in OCS. Safety critical task training involves both an e-learning and practical assessment.
This document discusses opportunities for oil and gas companies to reduce training costs through various initiatives. It provides examples of how Mintra has helped clients reduce costs by migrating classroom courses to e-learning and blended formats, negotiating discounted rates with preferred providers, and restructuring course delivery. One case study details how Mintra redesigned an authorized gas testing course from two days to one day through blended learning, allowing the client to save on employee pay and accommodations while paying a higher fee to Mintra. Mintra has also helped companies standardize training programs and processes across their operations to generate an estimated $50-100 million in annual savings.
The document discusses competency management in the UKCS. It outlines the regulatory requirements for competency assurance systems and safety management systems. It describes the key elements of a competency management system, including identifying safety critical roles and tasks, developing competence profiles, assessing candidates, and maintaining robust assessment processes. The roles of assessors and internal verifiers in implementing and quality assuring the competency management system are also discussed.
TCD2011 - Kartlegging og administrasjon av kompetanse v/Hege Jarstø, Marathon Oil
1. KARTLEGGING OG ADMINISTRASJON AV
KOMPETANSE
Hvordan øke de offshore ansattes internkompetanse for å gjøre operasjonen sikrere
1
2. Hvem er Marathon Oil Norge AS?
Amerikansk oljeselskap etablert i 1887
Hovedkvarter i Houston, 255 ansatt i Norge
Oppstart i 1976 i Norge, Operatørstatus siden 2002
Alvheim FPSO – 10 lisenser m. partnere.
Alvheim har en produksjon på 142 000 fat pr dag og
er dermed en av de største produsentene på norsk sokkel.
r
2
3. Bakgrunn for kartlegging
I Mai 2010 overtok Marathon selv driften av Alvheim fra Maersk, samt
ansvaret for personellet ombord.
Kompetansestyring som operatørselskap måtte etableres fra grunn av.
SPØRSMÅL SOM KOM OPP:
Hva er bedriftens strategiske ambisjoner?
Hvor vidt skal en ta begrepet ”kompetanse”?
Hvordan skal en dokumentere dette?
3
4. Implementering og forankring innad i bedriften
Forankring innad i bedriften var en nøkkelfaktor i prosjektet:
Intern og ekstern toppledelse måtte gi godkjenning, aksept og mulighet å
komme med input.
Kompetansestyringsprosess dokument ble viktig og så detaljert som mulig.
– Formålet ble definert
– Involverte roller og ansvarsfordeling
– Identifisere roller offshore som omfattes av dette kompetansekrav
– Identifisering av aktivitene og definering av sikkerhetskritisk eller ikke
– Verifisering
– Behandling av kompetansegap
4
5. Marathons målsetning
”Formålet er å sikre og dokumentere at vårt offshore personell har korrekt
minimums og sikkerhetskritisk kompetanse til å utføre sine aktiviteter sikkert
og effektivt”.
Minimumskompetanse
Installasjonspesifikk kompetanse
5
6. Definisjon av Sikkerhetskritisk aktivitet &
Kompetanse
“Sannsynligheten av å gjøre noen feil som kan forårsake noen fare for helse,
installasjonsikkerhet eller miljø, og konsekvensen av at prosedyrer ikke blir
fulgt”.
Kompetanse er de samlede kunnskaper, ferdigheter, evner og holdninger som
gjør at det er mulig å utføre aktuelle funksjoner og oppgaver i tråd med
definerte krav og mål.
Formålet med kompetanse er de myke barrierene for å unngå uønskede
hendelser
6
7. Dokumentasjon og system valg
Utvikling av system for å tilpasse Ptils strenge krav
Utviklet av operatørselskap med høy fokus på sikkerhet og kompetanse basert på
dyrekjøpt erfaring over flere år
Ferdig konseptløsning med rådføring underveis
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13. Selve kartleggingen begynner og eierskap må
defineres
Engasjement fra offshore og det å føle eierskap for prosjektet var viktig. Dette
skal være en kultur og ikke kun ett av flere prosjekt.
Vi anser den enkelte i stillingen som EKSPERT, og tok utgangspunkt i deres
kunnskap, sammen med deres supervisor.
Workshop med hver enkelt stilling ombord sammen med deres supervisor
Gjennomgang av daglige, ukentlige, måndlige rutiner og arbeidsoppgaver
Gjennomgang av styringsystemer, prosedyrer, SAP arbeidsordre.
Den enkeltes posisjons utfordringer i hverdagen
Gradering av alle oppgaver, store som små, om dette kan defineres som sikkerhets
kritisk aktivitet
Kartlegge all aktivitet som vi ønsker å verifisere som den enkeltes kompetanse
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14. Utarbeide kompetanse moduler til hver aktivitet
Utfallet med graderingen av alle aktivitetene, er å dokumentere den enkeltes
spisskompetanse på Alvheim spesifikk kompetanse.
Dokumentet vil enten være en OJT ( Organisert Jobb Trening) for lavrisiko
aktivitet og en SIKAP (Sikkerhet Kritisk Arbeids Prosedyre) for medium og høy
risiko aktivitet.
Begge deler vil være en form for test som må gjennomgåes av den enkelte
for å kunne verifisere deres kompteanse på feltet de har som krav.
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15. OJT (Organisert Jobb Trening) & SIKAP ( SikkerhetsKritisk Arbeids
Prosedyre)
OJT vil være en gjennomgang og verfisering av nesten hver aktivitet den
enkelte posisjon utfører og vil godkjennes av en senior stilling til kandidaten.
SIKAP vil være for all aktivitet som er sikkerhetskritisk og vil bli testet enten
teoretisk eller praktisk, alt etter kritikaliteten, av en assesor.
Alt dette vil dokumenteres i kompetansestyrings systemet, hvor en vil ha
oversikt, statistikker, og gap rapporter.
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Ansvaret for 100 fast ansatte og ca. 50 kontraktører og deres sikkerhet. Strategiske ambisjon menes hvor ønsker vi oss om eks. 5 år og vår posisjon som operatør selskap i forhold til kompetanse? Vår Visjon: Ledene operatør innen vårt feltDokumentere vil si systemer som fanger opp vår ambisjon og målsetning og bransjens krav?
Marathon ønsker å være i toppsjiktet i bransjen det kommer til sikkerhet og kompetansestyring:Dvs bedriften ønsket å gå utover minimumskravet i bransjen og tilstrebe en mer utvidert form for kompetansestyring. De ønsket å være i toppsjiktet i bransjen når det kommer til sikkerhet og kompetanse dekning.
For å kartlegge selve begrepet ”sikkerhets kritisk aktivitet”, måtte klare definisjoner utarbeides. På en produksjons installasjon måtte vi være tydligere, pga i værste hensende, kunne ”alt” være sikkerhetskritisk i ytterste konsvens
Systemet som ble valgt var ikke hverken med den fremste teknologien og bruker - vennlighet eller billigst, men mer ett konsept, en totalpakke vi kjøpte som skulle tilpasses Marathons behov og struktur
Vi har en kompetansematrise som vårt styringssystem: her er alle rollene og deres knyting mot ett krav som igjen viser til ett tiltak. Vi graderer behover for hvor dyp forståelse den enkelte må ha: Kjennskap til, Bruk/betjene, Vedlikehold av, som skal reflektetere omfanget av opplæringen.Om noen nye krav skal tilfører, må en TRAINING REQUEST fylles ut av teknisk kravsetter med bakgrunn og begrunnelse og signeres av eier av matrisen: Onshore OIM. Dokumentet legges inn i systemet og
Vi har en webbastert løsning av systemet, slik at ledelsen offshore kan til en hver tid gå inn og sjekke status til den enkelt om gjennomførte krav og eventuelle gap. Dette er spesielt også nyttig for å sette sammen beredskapsteam for medicen vår ombord. Dette gjelder også den enkelte som kan få opp rapport på egen status og krav. Er godt som planleggings verktøy.
Dette er ett eksempel på statusrapport som sendes til ledelsen hver mnd
Eierskap er viktig for prosjektets suksessfaktor, da mest mulig korrekt informasjon og deltakelse av crew ombord gir det beste produktet. Selve implementeringsperioden suksessfaktor er også avhengig av eierskap og engasjement fra arbeidsstaben ombord.Det ble gjennomgått ned i så stor detalj som mulig, med hver SAP orde, system kunnskap, hvilke systemer en jobbet på, prosedyrer en var involvert i, Hvilke HMS aktiviteter en kunne bli involvert i, eks. Arbeid i høyden, lagring av radioaktive kilder, osv. Vi ville kartlegge alle deres aktiviter, også se på hvilken grad av kunnskap som er krevd: K/B/V
SIKAP er inndelt med GUL = medium kritikatiltet og vil gi en teoretisk test, og RØD er høy kritikalitet og vil gi praktisk test. Testene vil foregå med en assessor, kandidaten vil få utdelt materialet i forkant til gjennomgåelse. Kandidaten vil måtte demonstrere kunnskap og etter bestått test, vil dokumentet signeres av begge og lastet opp i systemet.