2.Human resource management (HRM business strategy) , A Lecture By Mr Allah Dad Khan to Students , Visiting Professor The University of Agriculture Peshawar Pakistan
This document provides an overview of professional change management. It discusses the history and emergence of change management as a field. It describes key change management roles, requirements, theories, and perspectives. The document also provides an example of managing a change from personnel management to human resource management. It analyzes the differences between the two approaches and how organizations transitioned. Finally, it concludes that change management is a required competency and that involving employees in the process can help overcome resistance to change.
This document discusses strategic human resource management and human resource planning. It defines strategic HRM as creating a unified plan to relate a firm's strategic advantages to environmental challenges. HRM's role in strategy formulation includes balancing internal strengths and weaknesses with external opportunities and threats, and providing competitive intelligence. Human resource planning is defined as determining how an organization should move from its current workforce to the desired workforce, with the right number of people in the right places at the right time. The key steps of human resource planning outlined are planning, identifying talent needs, creating an inventory of current human resources, and forecasting future manpower needs.
Strategic human resource management (SHRM) involves aligning human resource practices with organizational strategy and goals to improve employee performance and productivity. SHRM utilizes HR techniques like training, recruitment, and compensation to strengthen departments and the overall organization. The primary goal of SHRM is to address long-term business obstacles outside of HR through identifying key HR strategies. Effective communication between HR and top management is important for implementing cooperative SHRM strategies.
Approaches to strategic hrm strategic fit - strategic human resource manage...manumelwin
The HR strategy should be aligned to the business strategy (vertical fit). Better still, HR strategy should be an integral part of the business strategy, contributing to the business planning process as it happens.
Meaning of strategic hrm - strategic human resource management - Manu Melwin Joymanumelwin
Strategic human resource management (HRM) focuses on differentiating a firm through HRM actions. It involves using workforce planning to match HRM policies and activities to business strategy. Strategic HRM addresses broad organizational issues relating to structure, culture, performance, resources, capabilities, knowledge management and change that affect or are affected by strategic plans. The key concerns of HRM like leadership and labor relations are strategic for any firm.
This document discusses the role of human resource management in implementing organizational strategy. It defines strategic management and strategic human resource management. It outlines the strategic management process, including strategy formulation and implementation. It describes how HR practices like recruiting, training, and performance management can develop employee skills and behaviors to support the organization's strategic goals. The document also discusses different levels of integration between HR and strategic planning and the types of employees and HR needs for different strategic approaches like cost leadership and differentiation.
Differening approaches to strategic human resource managementihab tarek
The document discusses different approaches to strategic human resource management (SHRM). Some see HRM and SHRM as interchangeable, focusing on strategic tasks like planning. Others view every HRM function as having strategic elements. A third perspective is that SHRM focuses on long-term strategic decision making, while HRM handles shorter-term operational activities. The document also analyzes views that see strategic aspects in all HRM content and those that see SHRM as implementing business strategies through appropriate HRM systems. In the end, the document consolidates these varying views into four categories: strategy-focused, decision-focused, content-focused, and implementation-focused.
This document provides an overview of professional change management. It discusses the history and emergence of change management as a field. It describes key change management roles, requirements, theories, and perspectives. The document also provides an example of managing a change from personnel management to human resource management. It analyzes the differences between the two approaches and how organizations transitioned. Finally, it concludes that change management is a required competency and that involving employees in the process can help overcome resistance to change.
This document discusses strategic human resource management and human resource planning. It defines strategic HRM as creating a unified plan to relate a firm's strategic advantages to environmental challenges. HRM's role in strategy formulation includes balancing internal strengths and weaknesses with external opportunities and threats, and providing competitive intelligence. Human resource planning is defined as determining how an organization should move from its current workforce to the desired workforce, with the right number of people in the right places at the right time. The key steps of human resource planning outlined are planning, identifying talent needs, creating an inventory of current human resources, and forecasting future manpower needs.
Strategic human resource management (SHRM) involves aligning human resource practices with organizational strategy and goals to improve employee performance and productivity. SHRM utilizes HR techniques like training, recruitment, and compensation to strengthen departments and the overall organization. The primary goal of SHRM is to address long-term business obstacles outside of HR through identifying key HR strategies. Effective communication between HR and top management is important for implementing cooperative SHRM strategies.
Approaches to strategic hrm strategic fit - strategic human resource manage...manumelwin
The HR strategy should be aligned to the business strategy (vertical fit). Better still, HR strategy should be an integral part of the business strategy, contributing to the business planning process as it happens.
Meaning of strategic hrm - strategic human resource management - Manu Melwin Joymanumelwin
Strategic human resource management (HRM) focuses on differentiating a firm through HRM actions. It involves using workforce planning to match HRM policies and activities to business strategy. Strategic HRM addresses broad organizational issues relating to structure, culture, performance, resources, capabilities, knowledge management and change that affect or are affected by strategic plans. The key concerns of HRM like leadership and labor relations are strategic for any firm.
This document discusses the role of human resource management in implementing organizational strategy. It defines strategic management and strategic human resource management. It outlines the strategic management process, including strategy formulation and implementation. It describes how HR practices like recruiting, training, and performance management can develop employee skills and behaviors to support the organization's strategic goals. The document also discusses different levels of integration between HR and strategic planning and the types of employees and HR needs for different strategic approaches like cost leadership and differentiation.
Differening approaches to strategic human resource managementihab tarek
The document discusses different approaches to strategic human resource management (SHRM). Some see HRM and SHRM as interchangeable, focusing on strategic tasks like planning. Others view every HRM function as having strategic elements. A third perspective is that SHRM focuses on long-term strategic decision making, while HRM handles shorter-term operational activities. The document also analyzes views that see strategic aspects in all HRM content and those that see SHRM as implementing business strategies through appropriate HRM systems. In the end, the document consolidates these varying views into four categories: strategy-focused, decision-focused, content-focused, and implementation-focused.
Strategic human resource management (SHRM) aligns human resource management practices with an organization's strategic goals and objectives. It differs from traditional HRM in its structure, scope, coordination, and functioning to support organizational strategy. The objectives of SHRM include assessing how well HRM supports mission accomplishment, exploring HR's role in strategic planning, and identifying how HR works with managers to achieve strategic goals. Key strategic theories that inform SHRM include the resource-based view of the firm, behavioral perspective, cybernetic systems, and agency/transaction cost theory. Non-strategic models also consider institutional and political forces that influence HRM practices.
Limitations to the concept of strategic hrm - strategic human resource manag...manumelwin
The concept of strategic HRM appears to be based on the belief that the formulation of strategy is a rational and linear process. This indicates that the overall HR strategy flows from the business strategy and generates specific HR strategies in key areas.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
The document discusses strategic human resource management (SHRM). It outlines some key features of SHRM, including explicitly linking HR policies to organizational objectives. It also discusses trends in SHRM, such as dealing with employee participation and globalization issues. SHRM aims to align human resources with an organization's long-term strategic goals to improve business performance.
This PPT explores how new-age employee surveillance is carried out. To how much of an extent some organizations go to surveille their employees. Also there is a case on "Hubstaff" an employee surveillance company. There are some discussion questions included to discuss about the ethical challenges in Employee Surveillance.
Strategic human resources management has shifted from a traditional administrative function to a strategic approach aimed at establishing a company's competitive advantage. HR strategy involves assessing current and future workforce needs, designing programs to meet those needs, and establishing goals and measures of evaluation. Key aspects of HR strategy include workforce planning, handling globalization challenges, ensuring HR is adapted to trends and organizational issues, and developing strategies aligned with the company's overall strategy based on theoretical frameworks. Effective HR strategy relies on multidisciplinary perspectives and coherence among HR practices.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
This document discusses management strategies for people and resources. Written by Kareem Hamod Sesan on August 18, 2015, the document likely focuses on approaches for leading employees and optimizing the use of a company's assets. The title indicates it will cover tactics for overseeing both human capital and physical/financial resources within an organization.
The Impact of Strategic Human Resources Management on the Performance of Firm...aliyudhi_h
This document summarizes a study on the impact of strategic human resource management (SHRM) on the performance of firms in India's service sector. The study investigated the relationship between SHRM and performance in service sector firms in India. It examined whether universalistic, contingency, and configurational perspectives of SHRM held true. The study found that the impact of SHRM varied among different business strategies and subsectors. SHRM policies need to be dynamic and contingent on business strategy to maximize effectiveness and competitiveness. More research is still needed on a broader segment of industries.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
The document discusses several models of human resource management (HRM), including the Harvard model, Michigan/Matching model, and Guest model. The Harvard model emphasizes the soft side of HRM by recognizing multiple stakeholders and treating employees as valuable assets. The Michigan/Matching model focuses on the harder side by tightly fitting HR strategy to business strategy and treating labor as a resource to be exploited. The Guest model incorporates both hard and soft aspects through its focus on strategic integration, flexibility, high commitment, and quality.
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
The document discusses the origins and definitions of human resource management (HRM). It notes that HRM first emerged as a concept in the 1950s through the work of management theorist Peter Drucker. Drucker argued that workers should be seen as "human resources" and that their social and moral needs must be considered. The concept of HRM continued to develop and was further defined by others in the 1960s and 1980s. Today, HRM is generally defined as a strategic approach to managing an organization's employees that aims to maximize their value and contribution while also focusing on commitment, well-being, and development. The document also distinguishes between "hard" and "soft" approaches to HRM.
Strategic human resource management and strategic management processVARUN SHARMA
This document discusses strategic human resource management and the strategic management process. It defines strategic human resource management as organizational systems designed to achieve competitive advantage through people. The strategic management process focuses on developing organizational strategies and involves environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning monitors internal/external factors. Strategy formulation develops long-term plans. Implementation executes selected strategies. Evaluation assesses performance and controls the process. The document provides details on each step and importance/limitations of strategic management.
This document provides an overview of a lecture series on human resource management. It discusses definitions of HRM and strategic HRM. It also summarizes several models of linking HRM with business strategy, including the matching model, map of HRM territory model, lifecycle model, and competitive advantage model. These models examine how HRM strategies and practices can be aligned with and support a company's strategic goals and competitive positioning. The document also notes debates around "best fit" versus "best practice" approaches to HRM.
This document discusses strategic human resource management. It defines strategic human resource management as tailoring a company's human resource system to its business strategy, and as planned HR activities intended to help an organization achieve its goals. The document outlines advantages like analyzing opportunities/threats, developing future strategies and vision, and maintaining employee competency. Limitations include resistance to change, inability to clearly communicate vision, interdepartmental conflicts, and changing market scenarios creating pressure.
This document provides an overview of soft and hard models of human resource management (HRM). It discusses that soft HRM treats employees as the most important resource, focusing on their needs, training, commitment, and motivation. Hard HRM treats employees simply as a resource, focusing on performance management, costs, and achieving organizational goals. Key differences between the models are outlined, such as soft HRM using long-term workforce planning while hard HRM focuses on short-term changes. Examples of companies that take soft and hard approaches are provided. The document concludes that the best model depends on the situation and behaviors within the organization.
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...Mr.Allah Dad Khan
Jatropha is a plant that can be used to produce biodiesel. Mr. Allah Dad Khan, an agriculture consultant and adviser from Khyber Pakhtunkhwa, Pakistan, gave a presentation on jatropha production for biodiesel. The presentation discussed using jatropha to produce an alternative fuel source.
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...Mr.Allah Dad Khan
Jatropha oil has potential as a biodiesel source. Mr. Allah Dad Khan, an agriculture consultant and adviser in KPK Pakistan, gave a presentation on jatropha oil as bio diesel. The presentation discussed jatropha oil's viability as an alternative energy source for fuel.
Strategic human resource management (SHRM) aligns human resource management practices with an organization's strategic goals and objectives. It differs from traditional HRM in its structure, scope, coordination, and functioning to support organizational strategy. The objectives of SHRM include assessing how well HRM supports mission accomplishment, exploring HR's role in strategic planning, and identifying how HR works with managers to achieve strategic goals. Key strategic theories that inform SHRM include the resource-based view of the firm, behavioral perspective, cybernetic systems, and agency/transaction cost theory. Non-strategic models also consider institutional and political forces that influence HRM practices.
Limitations to the concept of strategic hrm - strategic human resource manag...manumelwin
The concept of strategic HRM appears to be based on the belief that the formulation of strategy is a rational and linear process. This indicates that the overall HR strategy flows from the business strategy and generates specific HR strategies in key areas.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
The document discusses strategic human resource management (SHRM). It outlines some key features of SHRM, including explicitly linking HR policies to organizational objectives. It also discusses trends in SHRM, such as dealing with employee participation and globalization issues. SHRM aims to align human resources with an organization's long-term strategic goals to improve business performance.
This PPT explores how new-age employee surveillance is carried out. To how much of an extent some organizations go to surveille their employees. Also there is a case on "Hubstaff" an employee surveillance company. There are some discussion questions included to discuss about the ethical challenges in Employee Surveillance.
Strategic human resources management has shifted from a traditional administrative function to a strategic approach aimed at establishing a company's competitive advantage. HR strategy involves assessing current and future workforce needs, designing programs to meet those needs, and establishing goals and measures of evaluation. Key aspects of HR strategy include workforce planning, handling globalization challenges, ensuring HR is adapted to trends and organizational issues, and developing strategies aligned with the company's overall strategy based on theoretical frameworks. Effective HR strategy relies on multidisciplinary perspectives and coherence among HR practices.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
This document discusses management strategies for people and resources. Written by Kareem Hamod Sesan on August 18, 2015, the document likely focuses on approaches for leading employees and optimizing the use of a company's assets. The title indicates it will cover tactics for overseeing both human capital and physical/financial resources within an organization.
The Impact of Strategic Human Resources Management on the Performance of Firm...aliyudhi_h
This document summarizes a study on the impact of strategic human resource management (SHRM) on the performance of firms in India's service sector. The study investigated the relationship between SHRM and performance in service sector firms in India. It examined whether universalistic, contingency, and configurational perspectives of SHRM held true. The study found that the impact of SHRM varied among different business strategies and subsectors. SHRM policies need to be dynamic and contingent on business strategy to maximize effectiveness and competitiveness. More research is still needed on a broader segment of industries.
This document discusses strategic human resource management (SHRM) and the role of human resources as a strategic business partner. It provides definitions of SHRM, outlines four perspectives on SHRM activities and themes, and describes models of the evolution of HR roles from administrative experts to strategic partners. The document emphasizes that effective HRM is key to competitiveness and that people and processes within an organization are a source of sustained competitive advantage. It argues that HR leaders should participate directly in strategy formulation, ensure people issues are addressed as part of business strategies, and align HR strategies and processes to enable the implementation of business strategies.
The document discusses several models of human resource management (HRM), including the Harvard model, Michigan/Matching model, and Guest model. The Harvard model emphasizes the soft side of HRM by recognizing multiple stakeholders and treating employees as valuable assets. The Michigan/Matching model focuses on the harder side by tightly fitting HR strategy to business strategy and treating labor as a resource to be exploited. The Guest model incorporates both hard and soft aspects through its focus on strategic integration, flexibility, high commitment, and quality.
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
The document discusses the origins and definitions of human resource management (HRM). It notes that HRM first emerged as a concept in the 1950s through the work of management theorist Peter Drucker. Drucker argued that workers should be seen as "human resources" and that their social and moral needs must be considered. The concept of HRM continued to develop and was further defined by others in the 1960s and 1980s. Today, HRM is generally defined as a strategic approach to managing an organization's employees that aims to maximize their value and contribution while also focusing on commitment, well-being, and development. The document also distinguishes between "hard" and "soft" approaches to HRM.
Strategic human resource management and strategic management processVARUN SHARMA
This document discusses strategic human resource management and the strategic management process. It defines strategic human resource management as organizational systems designed to achieve competitive advantage through people. The strategic management process focuses on developing organizational strategies and involves environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning monitors internal/external factors. Strategy formulation develops long-term plans. Implementation executes selected strategies. Evaluation assesses performance and controls the process. The document provides details on each step and importance/limitations of strategic management.
This document provides an overview of a lecture series on human resource management. It discusses definitions of HRM and strategic HRM. It also summarizes several models of linking HRM with business strategy, including the matching model, map of HRM territory model, lifecycle model, and competitive advantage model. These models examine how HRM strategies and practices can be aligned with and support a company's strategic goals and competitive positioning. The document also notes debates around "best fit" versus "best practice" approaches to HRM.
This document discusses strategic human resource management. It defines strategic human resource management as tailoring a company's human resource system to its business strategy, and as planned HR activities intended to help an organization achieve its goals. The document outlines advantages like analyzing opportunities/threats, developing future strategies and vision, and maintaining employee competency. Limitations include resistance to change, inability to clearly communicate vision, interdepartmental conflicts, and changing market scenarios creating pressure.
This document provides an overview of soft and hard models of human resource management (HRM). It discusses that soft HRM treats employees as the most important resource, focusing on their needs, training, commitment, and motivation. Hard HRM treats employees simply as a resource, focusing on performance management, costs, and achieving organizational goals. Key differences between the models are outlined, such as soft HRM using long-term workforce planning while hard HRM focuses on short-term changes. Examples of companies that take soft and hard approaches are provided. The document concludes that the best model depends on the situation and behaviors within the organization.
49. Energy Sources ( Production of biodiesel from jatropha) A Series of Prese...Mr.Allah Dad Khan
Jatropha is a plant that can be used to produce biodiesel. Mr. Allah Dad Khan, an agriculture consultant and adviser from Khyber Pakhtunkhwa, Pakistan, gave a presentation on jatropha production for biodiesel. The presentation discussed using jatropha to produce an alternative fuel source.
47. Energy Sources ( Jatropha oil as bio -diesel ) A Series of Presentation t...Mr.Allah Dad Khan
Jatropha oil has potential as a biodiesel source. Mr. Allah Dad Khan, an agriculture consultant and adviser in KPK Pakistan, gave a presentation on jatropha oil as bio diesel. The presentation discussed jatropha oil's viability as an alternative energy source for fuel.
36. Energy sources (Nuclear energy ) A Series of Presentation to Class By Mr...Mr.Allah Dad Khan
Nuclear energy is a promising source of clean energy that can help address energy demands and climate change issues. However, it also carries risks from radioactive waste and potential safety issues from accidents that must be carefully managed. Overall, if developed responsibly with strong safety protocols, nuclear power could make an important zero-carbon contribution to the global energy mix.
32. Energy Sources ( Energy sources the fuel) A Series of Presentation to ...Mr.Allah Dad Khan
The document discusses various sources of energy, dividing them into conventional and non-conventional sources. Conventional sources include fossil fuels like coal, petroleum and natural gas. These are used in thermal power plants to produce electricity. Hydro power plants use the kinetic energy of flowing water for electricity. Non-conventional sources include solar, wind, biomass, tidal, geothermal and nuclear energy. These provide alternatives to fossil fuels and many are renewable but also have challenges like cost, land use or waste disposal.
17. Energy sources ( Tidal energy waves facts) A Series of Presentation to ...Mr.Allah Dad Khan
Tidal energy has the potential to be a renewable source of energy. Mr. Allah Dad Khan, an agriculture consultant and adviser in KPK Pakistan, gave a presentation about tidal energy and waves. The presentation provided facts about harnessing the power of tides and waves for energy production.
15. Energy sources ( Fourteen main advantages and disadvantages of tidal en...Mr.Allah Dad Khan
Tidal energy is a renewable source of energy that harnesses the power of tides. It has several advantages, including being renewable as tides are driven by the gravitational pull of the moon and sun, being a green energy source that doesn't emit greenhouse gases, and having a predictable output. However, tidal energy also has disadvantages such as potentially impacting the environment, only being available when tides are surging for around 10 hours per day so requiring effective energy storage, and being an expensive new technology that is not yet cost-effective.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
2.Human resource management (HRM business strategy) , A Lecture By Mr Allah Dad Khan to Students , Visiting Professor The University of Agriculture Peshawar Pakistan