The document provides guidance on developing competence-based job descriptions using the NHS Knowledge and Skills Framework (KSF). It outlines 5 stages for developing new roles: 1) identifying the KSF profile, 2) developing the job description, 3) agreeing responsibilities, 4) recruitment, and 5) monitoring. Key aspects include using the KSF dimensions to identify competencies, developing SMART responsibilities, and linking job descriptions to personal development reviews. The document includes examples of profiling a role, composing responsibilities, and using competencies at different job description and review stages.
Managing attrition and turnover in your call center/contact center can be a daunting task. Inter-related and interconnected activities, processes and procedures. This article surfaces the relationships and can help you address attrition management in your center.
Leadership Development Workshop - Quick Cardsmalpascoe
The document provides guidance on conducting performance appraisals, including the CDP cycle, competencies and ratings to use, how to deliver effective feedback using a structured model, and tips for goal setting using the SMART framework. It also includes quick cards on topics like teamworking, leadership, recruitment interviewing, problem solving, and giving feedback.
Matrix Structure Navigating & Making It Workngaungsan
The document discusses navigating matrix organizations and making them work effectively. It begins with an overview of different types of organizational structures, including centralized functional, multi-divisional, and matrix structures. The matrix structure aims to achieve the benefits of both functional expertise and divisional market focus. However, collaboration does not happen automatically and requires explicit strategies, structures, and systems. Potential sources of collaborative value are then outlined, including financial, customer, process, and learning & growth synergies across business units. Overall, the document argues that matrix organizations can enhance competitive advantage by optimizing both global/group and local tradeoffs, but it requires collaborative strategies, structures, and systems developed by the corporate center.
The document discusses key performance indicators (KPIs) and provides context for understanding and using them effectively. It defines KPIs as quantifiable measurements that reflect an organization's critical success factors. The document distinguishes KPIs from other metrics and performance measures, and explains that KPIs should be outcome-oriented, target-based, and graded. It also discusses how KPIs relate to an organization's balanced scorecard and critical success factors. The agenda outlines exploring successful KPI deployments and how to construct, deconstruct, and sustain KPIs over time.
This document outlines 8 rules for successful marketing: 1) Revisit the essence of marketing, 2) Internal marketing programs are prerequisites for success, 3) Marketing is interdependent with other management functions, 4) Empower people, 5) Integrate technology, 6) Create a positive working environment, 7) Organizational support and top management commitment are critical, and 8) Innovation is important. The document discusses concepts like customer relationships, internal marketing, interactions between functions, empowering employees, using technology, leadership, and adapting to change.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
The document discusses strategies for managing people in service organizations. It discusses hiring the right people, enabling employees, and motivating frontline staff. Specifically, it recommends (1) intensifying selection efforts to identify candidates that fit the organization's culture, (2) providing extensive training to empower employees, and (3) using a variety of rewards to recognize and motivate frontline performance. The goal is to implement people strategies that create customer loyalty, employee satisfaction, and profitability.
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
Managing attrition and turnover in your call center/contact center can be a daunting task. Inter-related and interconnected activities, processes and procedures. This article surfaces the relationships and can help you address attrition management in your center.
Leadership Development Workshop - Quick Cardsmalpascoe
The document provides guidance on conducting performance appraisals, including the CDP cycle, competencies and ratings to use, how to deliver effective feedback using a structured model, and tips for goal setting using the SMART framework. It also includes quick cards on topics like teamworking, leadership, recruitment interviewing, problem solving, and giving feedback.
Matrix Structure Navigating & Making It Workngaungsan
The document discusses navigating matrix organizations and making them work effectively. It begins with an overview of different types of organizational structures, including centralized functional, multi-divisional, and matrix structures. The matrix structure aims to achieve the benefits of both functional expertise and divisional market focus. However, collaboration does not happen automatically and requires explicit strategies, structures, and systems. Potential sources of collaborative value are then outlined, including financial, customer, process, and learning & growth synergies across business units. Overall, the document argues that matrix organizations can enhance competitive advantage by optimizing both global/group and local tradeoffs, but it requires collaborative strategies, structures, and systems developed by the corporate center.
The document discusses key performance indicators (KPIs) and provides context for understanding and using them effectively. It defines KPIs as quantifiable measurements that reflect an organization's critical success factors. The document distinguishes KPIs from other metrics and performance measures, and explains that KPIs should be outcome-oriented, target-based, and graded. It also discusses how KPIs relate to an organization's balanced scorecard and critical success factors. The agenda outlines exploring successful KPI deployments and how to construct, deconstruct, and sustain KPIs over time.
This document outlines 8 rules for successful marketing: 1) Revisit the essence of marketing, 2) Internal marketing programs are prerequisites for success, 3) Marketing is interdependent with other management functions, 4) Empower people, 5) Integrate technology, 6) Create a positive working environment, 7) Organizational support and top management commitment are critical, and 8) Innovation is important. The document discusses concepts like customer relationships, internal marketing, interactions between functions, empowering employees, using technology, leadership, and adapting to change.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
The document discusses strategies for managing people in service organizations. It discusses hiring the right people, enabling employees, and motivating frontline staff. Specifically, it recommends (1) intensifying selection efforts to identify candidates that fit the organization's culture, (2) providing extensive training to empower employees, and (3) using a variety of rewards to recognize and motivate frontline performance. The goal is to implement people strategies that create customer loyalty, employee satisfaction, and profitability.
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
This document provides a template for a WebQuest lesson plan with sections for the student page and teacher page. The student page sections include an introduction to set up the activity, a description of the task for students to complete, the steps of the process, an evaluation rubric, and a conclusion. The teacher page provides parallel sections for the introduction, learners/standards, process, resources, evaluation, a teacher script, and credits. The template is designed to guide educators in developing a WebQuest lesson with all necessary information for both students and teachers.
Vertex | Customer Managerment Outsourcing | Cost to ServeVertex Group
The document discusses how Vertex helps companies reduce their cost-to-serve through business process re-engineering and operational improvements. Specifically, it mentions that Vertex helped an assurance company reduce costs by 9 FTE and £350k, a retail company reduce costs by half a million pounds, and a utility company reduce costs by 40% in 22 months. Vertex aims to understand a client's business and customers, then apply methodologies and tools to improve processes and technology to enhance customer experience while lowering costs.
1. The document outlines various capacity and demand management strategies for service organizations, including smoothing demand through appointment scheduling, offering price incentives, and promoting off-peak demand.
2. It also discusses managing queues, including partitioning demand, establishing price incentives, and developing reservation systems. Common problems with queues like no-shows and strategies to address them are outlined.
3. Different queuing models are presented to aid in capacity planning, including factors like arrival processes, queue configurations, and service times.
This document discusses total reward frameworks and balancing organizational and employee needs. It outlines different elements of total reward including non-financial rewards, statutory benefits, non-statutory benefits, long-term incentives, annual variable pay, and guaranteed cash. The goal is to attract, motivate, and retain talent through a balanced total reward strategy that meets both business and individual needs.
This document outlines the curriculum objectives, standards, essential questions, assessments, and learning plans for Drafting II. The first grading period focuses on visual drawing and developing personal entrepreneurial competencies. The second grading period covers cartooning and animation and understanding marketing mix for small industries. Key topics include developing skills in various drawing techniques, strengthening personal attributes, and analyzing how marketing strategies influence profitability for small businesses.
The document outlines the objectives, standards, and assessment criteria for a Drafting III Blue Print Reading course. The first unit focuses on personal entrepreneurial competencies (PECs). Students will 1) assess their personal characteristics compared to a junior draftsman's PECs and 2) strengthen areas of weakness through role playing exercises. The second unit teaches demand and supply analysis. Students will 1) analyze community data to determine the needs and wants of the target market and 2) present findings in tables, graphs and analyses to identify business opportunities. The overall goals are for students to understand PECs and use market research to fulfill consumer demand.
Competency is important because it describes the traits, skills, behaviors, and abilities required for a job role. It is used to establish performance standards and development criteria for performance management. Competency is also used to assess candidates for positions and people being considered for leadership or new roles. Having clear job competencies helps create a competitive advantage by ensuring employees have the right skills to perform their roles effectively.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
The first grading period focuses on demonstrating knowledge of personal entrepreneurial competencies and lettering skills. Students will 1) assess their personal characteristics and align them with the traits of successful letterers, 2) strengthen areas needing improvement based on self-assessment, and 3) align their characteristics with those of letterers. They will also analyze the lettering industry, competitors, and consumer needs to help choose a career. The goals are to understand the value of entrepreneurial skills and identify characteristics for success in lettering.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Diagrams I built from 1982 that illustrate the concept I was applying for enterprise management. They now correspond to both a methodology and ontology for implementing an enterprise management system, consisting of an operations lifecycle integrated with an enterprise architecture as a knowledge-base or knowledge-organization system. Predecessor to Zachman Architecture Framework of 1984 and 1987.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
This document outlines a 5-phase approach to analyzing a company's core competencies. Phase 1 involves identifying end products. Phase 2 groups end products into businesses. Phase 3 identifies core products that link competencies to end products. Phase 4 uses a strengths-weaknesses matrix to identify core capabilities. Phase 5 determines strategic implications of the identified core competencies. The overall goal is to accurately identify a company's unique skills and technologies to help guide business strategy.
Human Resources Management Solution - iON Cloud ERPChirantan Ghosh
People are the greatest assets of your enterprise and every year you spend considerable time and effort in managing your human resources. From recruitment and talent acquisition to talent retention and development...
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
Operational Discipline: 15 Characteristics of great companies and their peopleantientropics
The document discusses operational discipline and its importance for organizational success. It defines operational discipline as a consistent pattern of behavioral choices that support success. It outlines 15 characteristics of operational discipline and explains how they connect to concepts like Level 5 leadership, a culture of discipline, and high-reliability organizations. The document also provides exercises for attendees to reflect on operational discipline in their own work experiences and organizations.
Man org session 6 and 7_org structure and strategy_13th july 2012vivek_shaw
This document discusses organization strategy and structure. It covers topics such as:
1. The key elements of strategy including competitive innovation, organization design, and building competencies.
2. The four levers of value creation including superior quality, cost leadership, innovation, and customer response.
3. Linking functional strategies like R&D, manufacturing, and sales to design choices around vertical differentiation and control systems.
4. Different business level strategies of cost leadership, differentiation, and focus and how they lead to different structural characteristics.
Este documento presenta la información general de un curso de informática en la Escuela Superior Politécnica de Chimborazo. El curso se enfoca en enseñar el uso de herramientas informáticas básicas como blogs, Google Drive, y programas de Microsoft Office. El curso consta de seis unidades que cubren estas herramientas y su aplicación en actividades académicas y profesionales. Los estudiantes serán evaluados a través de exámenes, tareas, informes y proyectos para demostrar su dominio de las herramient
The document discusses the criteria for meaningful use of electronic health records (EHRs) according to the Centers for Medicare and Medicaid Services (CMS). It outlines the 15 core objectives and 12 menu items that healthcare organizations must meet to qualify for incentive payments. It also discusses how CMS will measure meaningful use and has broken the criteria into 3 stages to be implemented by 2012, 2011, and 2013. The company Sequest provides EHR software and services to help organizations meet these meaningful use requirements.
The Springer Residence bathroom features an Arts and Crafts inspired design with cabinetry in an Autumn Blush finish, wallpaper frieze, and decorative tile accents. Finishes include a Santa Rita soapstone counter, quartzite floor tiles laid diagonally, and Pratt & Larson field tiles in a watercolor finish. Plumbing fixtures include an Infinity shower with a cloudburst head, hand shower, and oil rubbed bronze faucet and accessories.
This document provides a template for a WebQuest lesson plan with sections for the student page and teacher page. The student page sections include an introduction to set up the activity, a description of the task for students to complete, the steps of the process, an evaluation rubric, and a conclusion. The teacher page provides parallel sections for the introduction, learners/standards, process, resources, evaluation, a teacher script, and credits. The template is designed to guide educators in developing a WebQuest lesson with all necessary information for both students and teachers.
Vertex | Customer Managerment Outsourcing | Cost to ServeVertex Group
The document discusses how Vertex helps companies reduce their cost-to-serve through business process re-engineering and operational improvements. Specifically, it mentions that Vertex helped an assurance company reduce costs by 9 FTE and £350k, a retail company reduce costs by half a million pounds, and a utility company reduce costs by 40% in 22 months. Vertex aims to understand a client's business and customers, then apply methodologies and tools to improve processes and technology to enhance customer experience while lowering costs.
1. The document outlines various capacity and demand management strategies for service organizations, including smoothing demand through appointment scheduling, offering price incentives, and promoting off-peak demand.
2. It also discusses managing queues, including partitioning demand, establishing price incentives, and developing reservation systems. Common problems with queues like no-shows and strategies to address them are outlined.
3. Different queuing models are presented to aid in capacity planning, including factors like arrival processes, queue configurations, and service times.
This document discusses total reward frameworks and balancing organizational and employee needs. It outlines different elements of total reward including non-financial rewards, statutory benefits, non-statutory benefits, long-term incentives, annual variable pay, and guaranteed cash. The goal is to attract, motivate, and retain talent through a balanced total reward strategy that meets both business and individual needs.
This document outlines the curriculum objectives, standards, essential questions, assessments, and learning plans for Drafting II. The first grading period focuses on visual drawing and developing personal entrepreneurial competencies. The second grading period covers cartooning and animation and understanding marketing mix for small industries. Key topics include developing skills in various drawing techniques, strengthening personal attributes, and analyzing how marketing strategies influence profitability for small businesses.
The document outlines the objectives, standards, and assessment criteria for a Drafting III Blue Print Reading course. The first unit focuses on personal entrepreneurial competencies (PECs). Students will 1) assess their personal characteristics compared to a junior draftsman's PECs and 2) strengthen areas of weakness through role playing exercises. The second unit teaches demand and supply analysis. Students will 1) analyze community data to determine the needs and wants of the target market and 2) present findings in tables, graphs and analyses to identify business opportunities. The overall goals are for students to understand PECs and use market research to fulfill consumer demand.
Competency is important because it describes the traits, skills, behaviors, and abilities required for a job role. It is used to establish performance standards and development criteria for performance management. Competency is also used to assess candidates for positions and people being considered for leadership or new roles. Having clear job competencies helps create a competitive advantage by ensuring employees have the right skills to perform their roles effectively.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
The first grading period focuses on demonstrating knowledge of personal entrepreneurial competencies and lettering skills. Students will 1) assess their personal characteristics and align them with the traits of successful letterers, 2) strengthen areas needing improvement based on self-assessment, and 3) align their characteristics with those of letterers. They will also analyze the lettering industry, competitors, and consumer needs to help choose a career. The goals are to understand the value of entrepreneurial skills and identify characteristics for success in lettering.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Diagrams I built from 1982 that illustrate the concept I was applying for enterprise management. They now correspond to both a methodology and ontology for implementing an enterprise management system, consisting of an operations lifecycle integrated with an enterprise architecture as a knowledge-base or knowledge-organization system. Predecessor to Zachman Architecture Framework of 1984 and 1987.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
This document outlines a 5-phase approach to analyzing a company's core competencies. Phase 1 involves identifying end products. Phase 2 groups end products into businesses. Phase 3 identifies core products that link competencies to end products. Phase 4 uses a strengths-weaknesses matrix to identify core capabilities. Phase 5 determines strategic implications of the identified core competencies. The overall goal is to accurately identify a company's unique skills and technologies to help guide business strategy.
Human Resources Management Solution - iON Cloud ERPChirantan Ghosh
People are the greatest assets of your enterprise and every year you spend considerable time and effort in managing your human resources. From recruitment and talent acquisition to talent retention and development...
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
Operational Discipline: 15 Characteristics of great companies and their peopleantientropics
The document discusses operational discipline and its importance for organizational success. It defines operational discipline as a consistent pattern of behavioral choices that support success. It outlines 15 characteristics of operational discipline and explains how they connect to concepts like Level 5 leadership, a culture of discipline, and high-reliability organizations. The document also provides exercises for attendees to reflect on operational discipline in their own work experiences and organizations.
Man org session 6 and 7_org structure and strategy_13th july 2012vivek_shaw
This document discusses organization strategy and structure. It covers topics such as:
1. The key elements of strategy including competitive innovation, organization design, and building competencies.
2. The four levers of value creation including superior quality, cost leadership, innovation, and customer response.
3. Linking functional strategies like R&D, manufacturing, and sales to design choices around vertical differentiation and control systems.
4. Different business level strategies of cost leadership, differentiation, and focus and how they lead to different structural characteristics.
Este documento presenta la información general de un curso de informática en la Escuela Superior Politécnica de Chimborazo. El curso se enfoca en enseñar el uso de herramientas informáticas básicas como blogs, Google Drive, y programas de Microsoft Office. El curso consta de seis unidades que cubren estas herramientas y su aplicación en actividades académicas y profesionales. Los estudiantes serán evaluados a través de exámenes, tareas, informes y proyectos para demostrar su dominio de las herramient
The document discusses the criteria for meaningful use of electronic health records (EHRs) according to the Centers for Medicare and Medicaid Services (CMS). It outlines the 15 core objectives and 12 menu items that healthcare organizations must meet to qualify for incentive payments. It also discusses how CMS will measure meaningful use and has broken the criteria into 3 stages to be implemented by 2012, 2011, and 2013. The company Sequest provides EHR software and services to help organizations meet these meaningful use requirements.
The Springer Residence bathroom features an Arts and Crafts inspired design with cabinetry in an Autumn Blush finish, wallpaper frieze, and decorative tile accents. Finishes include a Santa Rita soapstone counter, quartzite floor tiles laid diagonally, and Pratt & Larson field tiles in a watercolor finish. Plumbing fixtures include an Infinity shower with a cloudburst head, hand shower, and oil rubbed bronze faucet and accessories.
- The document is a purported business plan for MegaMultiCompOmniProdSys, Inc. which aims to develop an "OmniProd" device that will replace many consumer electronics and appliances.
- The plan calls for $500 million in initial funding to develop a product with unrealistic capabilities. It includes fanciful projections of rapid growth and a huge market but lacks credible details about the technology, team, or financials.
- The plan appears to be intentionally unrealistic, possibly as a humorous example of an unrealistic business plan.
Performance management aims to achieve organizational goals consistently through regular feedback on both results and behaviors. It can be made more effective by linking individual goals to business plans, focusing on both results and behaviors, providing regular reviews and updates, and training managers to give valid and unbiased feedback. Integrating competencies supports feedback on how work was performed. A phased implementation approach is recommended, starting with the basics of goal-setting and feedback before integrating competencies.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
Guidelines to Design a practically implemented Assessment CenterJuhi Sharma
This document outlines a Certified Assessment Center Analyst (CACA) project conducted by Juhi Sharma. The project involves assessing 5 candidates for an HR Manager role. It includes:
1. Identifying the key tasks and competencies for an HR Manager through a job element analysis. Communication, independent judgment, planning, and cooperation were identified as important traits.
2. Selecting assessment tools including a written test, interview, and two role-plays to evaluate candidates on knowledge, influencing skills, communication, negotiation, and other competencies.
3. Developing exercises for each tool - the written test evaluates compensation knowledge, while the role-plays assess interviewing, negotiation, and influencing skills through
1. Training need analysis is important for assessing the skills and competencies required of employees and determining what training is needed to ensure they can perform their jobs effectively and the organization remains competitive.
2. The process involves analyzing jobs, tasks, skills and identifying any gaps between current and required abilities.
3. Once needs are identified, appropriate training methods can be selected, including on-the-job and off-the-job options to develop technical, interpersonal and problem-solving skills.
The document outlines a 6-step process for conducting a training needs analysis (TNA):
1. Analyze organizational performance and identify gaps compared to benchmarks.
2. Analyze individual job performance and competency profiles to identify gaps.
3. Translate performance gaps into competency gaps for critical job holders.
4. Determine training needs to address competency gaps.
5. Justify training solutions through a return on investment analysis.
6. Evaluate training impact on closing competency and performance gaps.
This document discusses right-sourcing outsourced software testing projects to ensure successful performance and delivery. It covers what outsourcing is, the strategic and tactical reasons for outsourcing including cost savings, access to expertise, and regulatory compliance. Key factors for successful right-sourcing include clarity on goals, shared risks and communications with suppliers, readiness for outsourcing, and clear roles and performance standards.
The document provides an overview of topics to be covered in two sessions on internships. Session I will cover process definition, benefits of internships, how to get an internship, objectives, types of programs, interview skills, and preparations. Session II will discuss roles and responsibilities, etiquette, expectations, making the most of the internship, what companies expect, learning beyond the role, outstanding interns, and completing the program.
Environment Agency The Right Skills In The Right Roles SFIASFIA User Forum
The document discusses the Environment Agency's "MBF - More better faster" change programme to provide better service, manage their workforce better, and develop staff. It outlines developing job profiles with core competencies, using assessments to evaluate candidates and staff capabilities, and lessons learned around assessment consistency and internal processes. The outcomes have included improved workforce development, performance, and staff driving their own growth. The next steps are to embed these changes and continue building on them.
Job Descriptions - The Driving Force Behind Successful Compensation and Perfo...HRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document discusses recruiting and retaining IT professionals using skills assessments. It describes a case study where Hudson worked with the UK Foreign and Commonwealth Office (FCO) to fill a critical role they had previously failed to fill 3 times. Hudson broke the role down into key skills using the SFIA framework and developed an objective assessment of candidates against those skills. Top candidates were identified as those demonstrating the closest fit to the professional competency requirements through the skills assessment, particularly candidates G, K, and L. The skills-based approach provided a more effective evaluation method than traditional recruiting.
The document summarizes the recruitment process for Bedazzled Enterprise Limited. It discusses job analysis, job descriptions, person specifications, and the recruitment policy. It provides examples of each. It also discusses internal and external recruitment, common recruitment methods, and issues around recruitment. The overall recruitment process aims to attract qualified candidates and hire individuals that match the job requirements and contribute to organizational goals.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
This document introduces a new guide called "Core Practices" that provides managers with skills and practices vital for success in performance management. The guide is user-friendly and covers 4 competency groups, 10 skills, and 70 assessment items related to 52 core practices. It is designed to support "nano-learning" by providing actionable information in short doses. Accompanying the guide are an assessment tool to evaluate manager performance and a workshop to help managers improve execution.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
Sente Ventures Incubation Process Overview (English)Serhat Cicekoglu
The incubation process has three key phases:
1) An application and evaluation phase where a select few start-ups are chosen to participate every three months based on university strengths and clear expectations.
2) An intensive incubation phase focused on training, business model evaluation, and customer development planning to prepare for pitching to investors.
3) A customer development and funding phase where concepts are tested, operational execution occurs, and a pitch is made to investors for the opportunity to receive $25,000 in seed funding. Failed firms can reapply after one year.
What HR Can Learn From American Idol to Improve Individual, Team, and Organi...rcsatterwhite
The popularity of American Idol rests on its ability to integrate and simplify six basic elements of a successful performance appraisal process: standards, auditions, critiques, developmental suggestions, advisors, and advertisements – which, in HR terms, are criteria, performance, ratings, feedback, mentors, and communication (respectively). This virtual session will focus on how to leverage the performance appraisal elements embodied by this smash hit to drive performance at individual, team, and organizational levels, including: 1) various criteria used to evaluate performance; 2) the importance of opportunities to display and observe performance; 3) how ratings can be used to propel performance; 4) linking evaluations to feedback and action planning; 5) the relationship between mentoring and performance; and 6) the significance of communication to program success.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
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https://bit.ly/Automation_Student_Kickstart
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UiPath Business Automation Platform
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LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
This LF Energy webinar took place June 20, 2024. It featured:
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“Temporal Event Neural Networks: A More Efficient Alternative to the Transfor...
18 guide-to-job-description
1. Appendix 18
PAGE 8
Linda Marchant Competence and Capability in the New NHS Project
A guide to developing
Competence-based
Job descriptions
Adapted from the NHS / KSF outlines
and job evaluation profiles
Contents
• What do I need to understand to begin the development of a
competence based job description
• Developing a new job profile or description
• Activity: developing a KSF profile and a job description
• Subsets
• Profiling the role
• Example of a profile
• Using the KSF and competences for Job descriptions and development
review
• Sample documentation:
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2. Linda Marchant Competence and Capability in the New NHS Project
What do I need to understand to begin the development of a competence
base job description
• Know and have read the Knowledge and Skills Framework.
• Identified and agreed a profile of the role with the HR department.
• Considered directorate and professional targets and other influences on
the role.
Considerations when developing a new job profile / description based
on the KSF framework
Stage 1 Purpose
NEW Roles Confirm role mirrors the
• Ward / Department manager requirements of a patient
Identification of KSF identifies need of patient /client centred service. Look for
profile using KSF group. new ways of working
dimensions • Consults with named person / Look to extend skills
group who advise on ‘approved across professional
profiles’ at a strategic level eg boundaries and working
HR Dept. boundaries i.e. not just
Document - profile sheet another nurse,
physiotherapist etc.
Stage 2
Development of Job • Use Model template1 /
description overview of responsibilities Purpose
/ specific responsibilities
Ensure consistency
• Have agreement on who
normally produces and /or i.e. core
approves the JD. competencies.
• Set context of work, what Stop proliferation of
are indicators applied to
Document - model template
Stage 3
Agreement
Agree basic demands Purpose
of post, check detail, Compliance with:
• Decisions on KSF
subset(s) R&R, HR strategies.
• Approval to recruit
obtained.
• Post advertised
Stage 4 Purpose
• Confirm subset at • Identify core job
interview / induction families / roles with
Recruitment community partners.
Look for advantages
i.e. consistent
remuneration.
Review of workforce
Stage 5 • Test for ‘transferability
profile of competencies’.
• Test for transferability
Monitoring i.e. Regular review of of induction/ training
10% of job descriptions standards.
C:Documents and Settingsdes.ganderDesktopADPAppendix-18-Guide-to-Job-Description.doc • Stop hybrid job
2
descriptions.
3. Linda Marchant Competence and Capability in the New NHS Project
Identifying the Subset (s): KSF indicators identify the basic demands of
a post.
Dimensions Indicator Subset Gateway Subset Subset
full 6 interview 18 24 months
profile month at Months
s 12
months
Communication D a -e a- e
People and personal development E a -g ade
Health, safety and security B a -d a -d
Service development C a -i bcdf
Quality C a–h abcd
Equality diversity and rights B a-d a
Production and communication of D a-l bc
information and knowledge
Partnership C a-n a
Leadership D a–n a
Management of people A a–g a
Research and development B a–g a
Acquiring competence is a gradual process, it is expected that full
competence against the performance indicators (as in column two) will be
achieved in time. Meanwhile individuals are expected to achieve competence
against indicators in a measured way. A subset specifies what must be
achieved against the dimensions over a period; a subset must include at least
1 indicator in each dimension.
3
4. Linda Marchant Competence and Capability in the New NHS Project
How do I profile the role? Use the KSF to identify the dimensions for the role
LEVEL DESCRIPTORS
DIMENSION 1 2 3 4 5
1 Communication *
2 People and personal *
development
3 Health, safety and *
security
4 Service development *
5 Quality *
6 Equality diversity and *
rights
7 Assessment of health
and well being needs
8 Addressing
individual’s health and
well being needs
9 Improvement of health
and well being needs
10 Improvement of health
and well being needs
11 Logistics
12 Data processing and
management
13 Production and *
communication of
information and
knowledge
14 Facilities, maintenance
and management
15 Design and production
of equipment devices
and general records
16 Biomedical
investigation and
reporting
17 Measuring monitoring
and treating
physiological
conditions through the
application of specific
technologies
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5. Linda Marchant Competence and Capability in the New NHS Project
18 Partnership *
19 Leadership *
20 Management of People *
21 Management of
Physical and / or
financial resources
22 Research and *
development
How do I compose a Job Description?
(The following is an example of the overall competences for a NHS project
worker)
Job Description: Project Worker
Grade: XXX
Reports to: Head of Education
Accountable to: Director of HR
Job Purpose: To develop, organise and manage a project working across the
health community.
To develop a support structure for the project and activities
associated with it.
Overview of Responsibilities
Communication Establish and maintain communication with various
individuals and groups on complex potentially stressful
topics in a range of situations (Dimension 1, level d)
Personal and people Develops own and others knowledge and practice
development across professional and organisational boundaries
(Dimension 2, level e)
Health Safety and Monitor and maintain health safety and security of self
security and others in own work area (Dimension 3, level b)
Service development Contribute towards the development of services
(Dimension 4, level c)
Quality Contribute to quality improvement (Dimension 5, level
c)
Equality diversity and Support peoples equality diversity and rights
rights (Dimension 6, level b)
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6. Linda Marchant Competence and Capability in the New NHS Project
Production and Analyse, synthesise and present knowledge and
communication of information about complex subjects and concepts to
information and influence key decisions. (Dimension 13, level d)
knowledge.
Partnership Develop sustain and evaluate collaborative working
with other workers, agencies and communities
(Dimension 18, level c)
Leadership Lead multi-agency teams and communities in the
development of knowledge ideas and work practices
(Dimension 19, level d)
Management of people Supervise the work of a team (Dimension 20, level a)
Research and Lead on a specific aspect of research and project
Development development (Dimension 22, level b)
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7. Linda Marchant Competence and Capability in the New NHS Project
Using the KSF and Competences for Job Descriptions and Development
Review
• Job descriptions: a KSF work group profile, professional competences and
business targets influence the development of a competency based job
description.
• The Development Review Process makes use of competences at different
stages.
Professional competences Business Plan
/ requirements Targets
NB Each work group profile
should be patient centred
Competence
based
KSF Job
Dimensions Work Group description
Profile
Composed of KSF
and other
Competences
? Appointment Competences
(Person Specification)
? Induction competences
To be achieved To be achieved
in first 6 / 12 / Sub set
in 6 weeks- see
18 / 24 months KSF best practice
Competences guide*
New Full profile Personal
Competences KSF Development
Competences Plan
Using competences is integral to Personal Development Planning process, which in
turn feedback into the job description to make it an accurate reflection of the
performance required.
* Best practice guide (put details here)
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8. Linda Marchant Competence and Capability in the New NHS Project
Activity Instructions
• Agree on the role to be discussed, the tutor will supply you with a list of
activities or a job description for one or more roles.
• Using the KSF come to an agreement on the KSF profile for the role under
discussion. Record the profile on the sheet provided and then identify the
level descriptors for the role, i.e. agree whether you think a dimension is
either a, b, c, d, e.
• To consolidate your ideas try to fill in the overview of responsibilities for the
role using the dimensions and level descriptors you have identified
(sample document 2). This will provide the basis for a job description.
• To expand this job description try to compose the specific responsibilities
for the role (see sample document 2). Remember to make the statements
SMART.
Sample Document 1
LEVEL DESCRIPTORS
DIMENSION 1 2 3 4 5
1 Communication
2 People and personal
development
3 Health, safety and security
4 Service development
5 Quality
6 Equality diversity and rights
7 Assessment of health and well
being needs
8 Addressing individuals health
and well being needs
9 Improvement of health and well
being needs
10 Protection of health and well
being needs
11 Logistics
12 Data processing and
management
13 Production & communication of
information and knowledge
14 Facilities, maintenance and
management
15 Design and production of
equipment devices and general
records
16 Biomedical investigation and
reporting
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9. Linda Marchant Competence and Capability in the New NHS Project
17 Measuring monitoring and
treating physiological
conditions through the
application of specific
technologies
18 Partnership
19 Leadership
20 Management of People
21 Management of Physical and / or
financial resources
22 Research and development
Sample Document 2:
Job Description:
Grade:
Reports to:
Accountable to:
Job Purpose:
Overview of Responsibilities
Communication
Personal and people
development
Health Safety and
security
Service development
Quality
Equality, diversity and
rights
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10. Linda Marchant Competence and Capability in the New NHS Project
Specific Responsibilities
Communication • Demonstrate advanced verbal and non-
(some examples are verbal communication skills with patients,
provided to get you started) carers and staff, ensuring communication is
at a level appropriate to individual
understanding.
• Maintain confidentiality of information.
• Maintain accurate nursing records.
Personal and people • Demonstrate motivation to develop own
development knowledge and skills
(some examples are • Achieve the competencies identified for
provided to get you started) Nursing Assistants within an agreed time
frame.
• Recognise limitations of own competence
• Participate in an Individual Performance
Review and assist in developing a Personal
Development Plan.
• Produce an annual personal development
plan.
Health, safety and
security
Service development
Quality
Equality, diversity and
rights
(Now add any further
dimensions below)
Well done.
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