Assignment 2 Applying the Learned Information from a Career Self-As
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Assignment 2: Applying the Learned Information from a Career Self-Assessment Organizations today have adopted innovative measures to retain key talent and reduce turnover. These measures include dual-career paths and alternative or flexible work arrangements. In addition, some organizations also provide their employees with outplacement, recruitment, and coaching services. Managers should know and understand how to develop an employee in his/her preferred career path. In order for the assessment data to be beneficial to the employee, the manager should understand and know how to interpret the data. For this assignment, you will conduct an interview with someone who is in or has been in a management position and write a 4-5 page paper covering the following items: •What value does the manager you interviewed place on career self-assessments? •What role does the interviewee play in helping his or her employee reach their career objectives? Does the manager see any room for improvement in this area? Why or why not? •Based on your interview, outline proactive approaches employees can employ to gain assistance from his/her manager to advance within the organization and discuss how the information gathered from a career assessment can be used to promote internal career development •In addition, address the steps the employee can take to ensure assistance is received on a continual basis from the manager to promote workplace self-development. All sources should be cited in proper APA format. ...
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Assignment 2 Applying the Learned Information from a Career Sel
Assignment 2: Applying the Learned Information from a Career Self-Assessment
Organizations today have adopted innovative measures to retain key talent and reduce turnover. These measures include dual-career paths and alternative or flexible work arrangements. In addition, some organizations also provide their employees with outplacement, recruitment, and coaching services.
Managers should know and understand how to develop an employee in his/her preferred career path. In order for the assessment data to be beneficial to the employee, the manager should understand and know how to interpret the data. For this assignment, you will conduct an interview with someone who is in or has been in a management position and write a 4-5 page paper covering the following items:
What value does the manager you interviewed place on career self-assessments?
What role does the interviewee play in helping his or her employee reach their career objectives? Does the manager see any room for improvement in this area? Why or why not?
Based on your interview, outline proactive approaches employees can employ to gain assistance from his/her manager to advance within the organization and discuss how the information gathered from a career assessment can be used to promote internal career development
In addition, address the steps the employee can take to ensure assistance is received on a
continual
basis from the manager to promote workplace self-development.
All sources should be cited in proper APA format.
Grading Criteria Maximum Points
Discussed the value the manager place on career self-assessments.15 Identified the role a manager plays in helping an employee reach his/her career objectives and identified areas for improvement.25 Outlined proactive approaches employees can use to gain assistance from their managers to advance within the organization and promote internal career development.25 Addressed the steps for workplace self-development.25 Writing Craftsmanship, APA and Ethical Scholarship.10
Total:100
...
Unit VII Homework The Monster website has a number of career r.docx
Unit VII Homework
The Monster website has a number of career resources for individuals new to the job market, those looking for career advancement resources, or individuals looking for new job opportunities. For this assignment, complete the following steps:
1. Navigate to the Monster website. 2. Scroll down on the page, and find section labeled Communities and click on the button within this section labeled Career Start (this button is located on the left-hand side of the website). 3. Within this section, research one of the career areas you find interesting or a topic tied to your career goals.
Write a two-page paper on the ideas discussed in the resource and how you plan on integrating the ideas into your current or future position. All sources used need to be cited according to APA format.
https://www.monster.com
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
5. Assess the organizational structure/environment to determine which external participants use to
obtain transfer of learning.
5.1 Discuss why career management is important from both the employee and company
perspective.
5.2 State the factors that should be considered in designing an effective career management
system.
5.3 Explain the importance of developing career paths, dual-career paths, and a career portfolio.
Reading Assignment
Chapter 10:
Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
Unit Lesson
Career development is important for companies to create and sustain a continuous learning environment. The
biggest challenge that companies face is finding a balance between advancing current employees’ careers,
while simultaneously attracting and acquiring employees with new skills. The concept of careers is influenced
by the growing use of teams to produce products and provide services.
What is career management, and why is career management important? It is the process through which
employees:
become aware of their own interests, values, strengths, and weaknesses;
obtain information about job opportunities within the company;
identify career goals; and
establish action plans to achieve career goals.
From the company’s perspective, the failure to motivate employees to plan their careers can result in:
a shortage of employees to fill open positions,
lower employee commitment, and
inappropriate use of monies allocated for training and development programs.
From the employees’ perspective, lack of career management can result in:
frustration due to lack of personal growth and challenge at work,
feelings of not being valued in the company, and
an inability to find suitable employment in case of mergers, acquisitions, restructuring, or downsizing.
UNIT VII STUDY GUIDE
Careers and Career Management
BHR 4680, Training and Development 2
UNIT x STUDY GUIDE ...
The new performance evaluation 2011
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Career planning Ratan Global Business School
This document discusses individual and organizational career planning. It outlines the individual career planning process, which involves self-assessment, exploring information, opportunities, making a decision, and creating an action plan. It also discusses organizational career planning, including types of career programs, recommendations for employers, and examples of innovative career plans from companies like AT&T, Motorola India, and HSBC. The advantages of career planning for both individuals and organizations are highlighted.
training and development mod 2
The document discusses the process of identifying training needs within an organization. It begins by defining training needs assessment and outlines its objectives. The key steps in the identification process are then explained, including organizational analysis, task analysis, and individual analysis to determine performance gaps. Various tools and methods for data collection and analysis are also presented, such as documentation review, observations, surveys, and interviews. Finally, recent examples and the typical cycle of training need identification, delivery, and evaluation are summarized.
Performance evaluation remarks
This document discusses improving employee performance evaluations by moving away from annual reviews and toward more frequent feedback conversations. It advocates for establishing clear goals and expectations upfront and providing ongoing coaching. Regular evaluations should identify employee strengths and areas for improvement, as well as training needs, to support professional development goals that benefit both the employee and organization. When done correctly, the performance review process can improve communication, engagement, productivity, and retention.
Succession Planning , objectives and steps
Succession planning and management involves identifying and developing internal talent to fill future leadership roles in an organization. It helps ensure continuity and reduces costs associated with external hiring. Key aspects include assessing employees' competencies and potential, creating development plans, and identifying successors for critical roles. Regular reviews and training programs help employees enhance their skills and prepare for more responsible positions over time. Succession planning benefits organizations by improving employee retention and engagement while preparing the next generation of leaders.
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Assignment 2 Applying the Learned Information from a Career Sel
Assignment 2: Applying the Learned Information from a Career Self-Assessment
Organizations today have adopted innovative measures to retain key talent and reduce turnover. These measures include dual-career paths and alternative or flexible work arrangements. In addition, some organizations also provide their employees with outplacement, recruitment, and coaching services.
Managers should know and understand how to develop an employee in his/her preferred career path. In order for the assessment data to be beneficial to the employee, the manager should understand and know how to interpret the data. For this assignment, you will conduct an interview with someone who is in or has been in a management position and write a 4-5 page paper covering the following items:
What value does the manager you interviewed place on career self-assessments?
What role does the interviewee play in helping his or her employee reach their career objectives? Does the manager see any room for improvement in this area? Why or why not?
Based on your interview, outline proactive approaches employees can employ to gain assistance from his/her manager to advance within the organization and discuss how the information gathered from a career assessment can be used to promote internal career development
In addition, address the steps the employee can take to ensure assistance is received on a
continual
basis from the manager to promote workplace self-development.
All sources should be cited in proper APA format.
Grading Criteria Maximum Points
Discussed the value the manager place on career self-assessments.15 Identified the role a manager plays in helping an employee reach his/her career objectives and identified areas for improvement.25 Outlined proactive approaches employees can use to gain assistance from their managers to advance within the organization and promote internal career development.25 Addressed the steps for workplace self-development.25 Writing Craftsmanship, APA and Ethical Scholarship.10
Total:100
...
Unit VII Homework The Monster website has a number of career r.docx
Unit VII Homework
The Monster website has a number of career resources for individuals new to the job market, those looking for career advancement resources, or individuals looking for new job opportunities. For this assignment, complete the following steps:
1. Navigate to the Monster website. 2. Scroll down on the page, and find section labeled Communities and click on the button within this section labeled Career Start (this button is located on the left-hand side of the website). 3. Within this section, research one of the career areas you find interesting or a topic tied to your career goals.
Write a two-page paper on the ideas discussed in the resource and how you plan on integrating the ideas into your current or future position. All sources used need to be cited according to APA format.
https://www.monster.com
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
5. Assess the organizational structure/environment to determine which external participants use to
obtain transfer of learning.
5.1 Discuss why career management is important from both the employee and company
perspective.
5.2 State the factors that should be considered in designing an effective career management
system.
5.3 Explain the importance of developing career paths, dual-career paths, and a career portfolio.
Reading Assignment
Chapter 10:
Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
Unit Lesson
Career development is important for companies to create and sustain a continuous learning environment. The
biggest challenge that companies face is finding a balance between advancing current employees’ careers,
while simultaneously attracting and acquiring employees with new skills. The concept of careers is influenced
by the growing use of teams to produce products and provide services.
What is career management, and why is career management important? It is the process through which
employees:
become aware of their own interests, values, strengths, and weaknesses;
obtain information about job opportunities within the company;
identify career goals; and
establish action plans to achieve career goals.
From the company’s perspective, the failure to motivate employees to plan their careers can result in:
a shortage of employees to fill open positions,
lower employee commitment, and
inappropriate use of monies allocated for training and development programs.
From the employees’ perspective, lack of career management can result in:
frustration due to lack of personal growth and challenge at work,
feelings of not being valued in the company, and
an inability to find suitable employment in case of mergers, acquisitions, restructuring, or downsizing.
UNIT VII STUDY GUIDE
Careers and Career Management
BHR 4680, Training and Development 2
UNIT x STUDY GUIDE ...
The new performance evaluation 2011
conducting a performance review, or getting a performance review, has you feeling a bit out of sorts, this overview provides a new paradigm in conducting a review that
Career planning Ratan Global Business School
This document discusses individual and organizational career planning. It outlines the individual career planning process, which involves self-assessment, exploring information, opportunities, making a decision, and creating an action plan. It also discusses organizational career planning, including types of career programs, recommendations for employers, and examples of innovative career plans from companies like AT&T, Motorola India, and HSBC. The advantages of career planning for both individuals and organizations are highlighted.
training and development mod 2
The document discusses the process of identifying training needs within an organization. It begins by defining training needs assessment and outlines its objectives. The key steps in the identification process are then explained, including organizational analysis, task analysis, and individual analysis to determine performance gaps. Various tools and methods for data collection and analysis are also presented, such as documentation review, observations, surveys, and interviews. Finally, recent examples and the typical cycle of training need identification, delivery, and evaluation are summarized.
Performance evaluation remarks
This document discusses improving employee performance evaluations by moving away from annual reviews and toward more frequent feedback conversations. It advocates for establishing clear goals and expectations upfront and providing ongoing coaching. Regular evaluations should identify employee strengths and areas for improvement, as well as training needs, to support professional development goals that benefit both the employee and organization. When done correctly, the performance review process can improve communication, engagement, productivity, and retention.
Succession Planning , objectives and steps
Succession planning and management involves identifying and developing internal talent to fill future leadership roles in an organization. It helps ensure continuity and reduces costs associated with external hiring. Key aspects include assessing employees' competencies and potential, creating development plans, and identifying successors for critical roles. Regular reviews and training programs help employees enhance their skills and prepare for more responsible positions over time. Succession planning benefits organizations by improving employee retention and engagement while preparing the next generation of leaders.
Manage nursing career
The document discusses career management, planning, and development. It defines these terms and outlines their importance and processes. Specifically:
- Career management is the process through which employees become aware of their interests/strengths, obtain job opportunity information, identify goals, and make action plans. It is important for staffing, motivation, and equity.
- Career planning is setting short- and long-term career goals and identifying how to achieve them. It provides direction, develops competencies, increases creativity/retention, and motivates performance.
- Career development is a lifelong process of developing one's career through self-assessment, exploration, education, and gaining experience. It is important for attracting talent,
Introduction of performance appraisal
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips, introduction of performance appraisal forms, introduction of performance appraisal phrases … If you need more assistant for introduction of performance appraisal, please leave your comment at the end of file.
Introduction of performance appraisal
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips
Chapter 8 : Introduction to the Different Functional Areas of Management
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
Internal recruitment
Internal recruitment involves identifying and attracting job candidates from within an organization. It offers benefits like saving time and money on training, improving productivity and morale, and facilitating succession planning. Some key aspects of an effective internal recruitment process include having an internal recruitment policy, posting job openings widely within the company, screening existing employees for roles, conducting interviews, and providing feedback. While internal recruitment improves morale and reduces training costs, it can also discourage external candidates and lack candidates with required qualifications if only considering current employees.
Hr trends for 2019
The document discusses innovative trends in HR for 2019, including:
1. The rise of AI and data analytics to improve workforce performance and HR functions through data analysis while balancing machine and human elements.
2. Retention strategies such as effective onboarding, empathetic leadership, performance management, work-life balance benefits, training, monetary and non-monetary benefits, and an open door policy.
3. The importance of organizational culture in attracting and retaining employees and customers through periodic surveys, streamlined processes, loyalty programs, empathetic communication, learning and development, data-driven decision making, and strong policy awareness.
Career development and career management
This document discusses career development and management. It defines career management as the process through which employees become aware of their interests, values, strengths and weaknesses, obtain information on job opportunities, and identify and establish a plan to achieve career goals. Some key points made include:
- Effective career management benefits both organizations and employees by ensuring a talent supply, promoting from within, satisfying employee needs, and enhancing motivation.
- Components of an effective career management system include self-assessment, setting goals, action planning, and providing feedback.
- The career management process involves three stages: discovering yourself, deciding on a focus and setting goals, and taking action.
Hr tool kit,,,by tamer moustafa
a brief and effective tool Addressing:
1-how to design a job Position and description
2-how to conduct an employment interview.
3-tips for conducting a successful employee search
4-tools for evaluating employee performance and a lot MORE..
HR tool kit,,,by Tamer Moustafa
This document provides an overview of tools and best practices for acquiring and maintaining human resources. It discusses how to design job positions and descriptions, conduct successful employee searches and interviews, evaluate employee performance, develop effective training programs, and improve organizational performance through performance evaluation. Specific topics covered include job analysis, recruitment channels, interview planning and structure, performance appraisal methods, training program design, and setting goals to identify and address performance problems.
Chapter 9Employee Development and Career Management MGT 484.docx
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Career development
The document discusses various topics related to career management including the roles of employers, employees, and managers in career development. It defines key terms like career, career management, and career planning. It also describes traditional HR approaches focused on seniority versus more modern approaches focused on career development. Promotion decisions, transfers, and finding new jobs are also addressed.
Mb0043
The objectives of job evaluation are to:
- Establish sound salary differentials between jobs requiring different skills
- Identify and eliminate salary inequities
- Establish a foundation for variable pay like incentives and bonuses
- Maintain consistent career growth guidelines
- Create a method of job classification for union negotiations
- Collect job facts for tasks, employee selection, promotion, and work simplification
There are quantitative and non-quantitative methods for conducting job evaluation scientifically, such as ranking systems, point systems, and factor comparison systems.
Mb0043
The objectives of job evaluation are to:
1. Establish sound salary differentials between jobs requiring different skills.
2. Identify and eliminate salary inequities.
3. Establish a foundation for variable pay like incentives and bonuses.
4. Maintain consistent policies for employee career growth and development.
5. Create a method of job classification for managing major wage issues in union negotiations.
Primary Care Application Homework 3.docx
1. Performance evaluations are not legally required but can help define employee growth and development. Regular feedback helps managers address issues early.
2. Managers should receive training to effectively use performance appraisal systems. This includes using documentation quarterly, providing regular feedback, and involving employees in two-way discussions. Self-appraisals and goal-setting are also important.
3. Managers can be held accountable by linking their performance to business targets and engagement plans. Metrics, informal feedback, and data like profits provide accountability.
Primary Care Application Homework 3.docx
1. Performance evaluations are not legally required but can help define employee growth and development. Regular feedback helps managers address issues early.
2. Managers should receive training to effectively use performance appraisal systems. This includes using documentation quarterly, providing regular feedback, and involving employees in two-way discussions. Self-appraisals and goal-setting are also important.
3. Managers can be held accountable by linking their performance to business targets and engagement plans. Metrics, informal feedback, and data like profits provide accountability.
Human Resources
The document discusses the importance of organization and human resources management in businesses. It explains that as businesses grow, they need to structure departments and clearly define roles and responsibilities. This involves creating organization charts and learning terms like hierarchy, line managers, and span of control. The document also discusses recruiting, training, motivating, and retaining qualified staff. Effective human resources practices are important for businesses to function properly and achieve their goals.
Promo document
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
Performance appraisal form template
The document discusses performance appraisal form templates, including tips and examples of accomplishments to include for different evaluation categories like performance management, teamwork, and reliability. It also outlines several common performance appraisal methods like ranking, rating scales, checklists, and critical incidents, highlighting their advantages and disadvantages. The document provides additional resources for performance appraisal forms, methods, examples, and other related topics.
Marketing Communication ProcessCommunicating is an important marke.docx
Marketing Communication Process
Communicating is an important marketing process of conveying our message to our customers and prospects. We use certain media based upon their ability to meet communication goals and objectives.
Describe a recent promotion experience. (As seen on television, mail, radio, Internet, sales person, outdoor/ signage, prints, etc.)
Identify each of the Communication Process elements to that promotion. Provide evidence by example.
Discuss whether the given promotion was effective and how it would be better served in another promotion medium. Present your rationale in marketing terms/ concepts.
Read other student posts and identify elements they may have missed and/ or those that were done well that made that promotion particularly effective.
Be sure to provide supporting evidence for your statements.
Write your initial response in a minimum of 200–300 words. Apply a standard business writing style (headers
.
Marketing in a Global EconomyRead the article Airbnb and the U.docx
Marketing in a Global Economy
Read the article: "
Airbnb and the Unstoppable Rise of the Share Economy
".
A recent trend in the consumer marketplace is the ability for a consumer to share their personal belongings, such as their homes/apartments, autos, tools, bicycles, and so forth. The shared economy has now become a multibillion dollar business.
In a three- to four-page paper (not including the title and reference pages):
Explain how this concept is disrupting our traditional economy.
Describe whether the shared economy is creating new value for the consumer or if it is just replacing existing business.
.
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Manage nursing career
The document discusses career management, planning, and development. It defines these terms and outlines their importance and processes. Specifically:
- Career management is the process through which employees become aware of their interests/strengths, obtain job opportunity information, identify goals, and make action plans. It is important for staffing, motivation, and equity.
- Career planning is setting short- and long-term career goals and identifying how to achieve them. It provides direction, develops competencies, increases creativity/retention, and motivates performance.
- Career development is a lifelong process of developing one's career through self-assessment, exploration, education, and gaining experience. It is important for attracting talent,
Introduction of performance appraisal
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips, introduction of performance appraisal forms, introduction of performance appraisal phrases … If you need more assistant for introduction of performance appraisal, please leave your comment at the end of file.
Introduction of performance appraisal
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips
Chapter 8 : Introduction to the Different Functional Areas of Management
Chapter 8 : Introduction to the Different Functional Areas of Management : Human Resource Management, Marketing Management, operations Management, Financial Management, Material & Procurement Management, Office Management and Information & Communication Technology Management
Internal recruitment
Internal recruitment involves identifying and attracting job candidates from within an organization. It offers benefits like saving time and money on training, improving productivity and morale, and facilitating succession planning. Some key aspects of an effective internal recruitment process include having an internal recruitment policy, posting job openings widely within the company, screening existing employees for roles, conducting interviews, and providing feedback. While internal recruitment improves morale and reduces training costs, it can also discourage external candidates and lack candidates with required qualifications if only considering current employees.
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The document discusses innovative trends in HR for 2019, including:
1. The rise of AI and data analytics to improve workforce performance and HR functions through data analysis while balancing machine and human elements.
2. Retention strategies such as effective onboarding, empathetic leadership, performance management, work-life balance benefits, training, monetary and non-monetary benefits, and an open door policy.
3. The importance of organizational culture in attracting and retaining employees and customers through periodic surveys, streamlined processes, loyalty programs, empathetic communication, learning and development, data-driven decision making, and strong policy awareness.
Career development and career management
This document discusses career development and management. It defines career management as the process through which employees become aware of their interests, values, strengths and weaknesses, obtain information on job opportunities, and identify and establish a plan to achieve career goals. Some key points made include:
- Effective career management benefits both organizations and employees by ensuring a talent supply, promoting from within, satisfying employee needs, and enhancing motivation.
- Components of an effective career management system include self-assessment, setting goals, action planning, and providing feedback.
- The career management process involves three stages: discovering yourself, deciding on a focus and setting goals, and taking action.
Hr tool kit,,,by tamer moustafa
a brief and effective tool Addressing:
1-how to design a job Position and description
2-how to conduct an employment interview.
3-tips for conducting a successful employee search
4-tools for evaluating employee performance and a lot MORE..
HR tool kit,,,by Tamer Moustafa
This document provides an overview of tools and best practices for acquiring and maintaining human resources. It discusses how to design job positions and descriptions, conduct successful employee searches and interviews, evaluate employee performance, develop effective training programs, and improve organizational performance through performance evaluation. Specific topics covered include job analysis, recruitment channels, interview planning and structure, performance appraisal methods, training program design, and setting goals to identify and address performance problems.
Chapter 9Employee Development and Career Management MGT 484.docx
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Career development
The document discusses various topics related to career management including the roles of employers, employees, and managers in career development. It defines key terms like career, career management, and career planning. It also describes traditional HR approaches focused on seniority versus more modern approaches focused on career development. Promotion decisions, transfers, and finding new jobs are also addressed.
Mb0043
The objectives of job evaluation are to:
- Establish sound salary differentials between jobs requiring different skills
- Identify and eliminate salary inequities
- Establish a foundation for variable pay like incentives and bonuses
- Maintain consistent career growth guidelines
- Create a method of job classification for union negotiations
- Collect job facts for tasks, employee selection, promotion, and work simplification
There are quantitative and non-quantitative methods for conducting job evaluation scientifically, such as ranking systems, point systems, and factor comparison systems.
Mb0043
The objectives of job evaluation are to:
1. Establish sound salary differentials between jobs requiring different skills.
2. Identify and eliminate salary inequities.
3. Establish a foundation for variable pay like incentives and bonuses.
4. Maintain consistent policies for employee career growth and development.
5. Create a method of job classification for managing major wage issues in union negotiations.
Primary Care Application Homework 3.docx
1. Performance evaluations are not legally required but can help define employee growth and development. Regular feedback helps managers address issues early.
2. Managers should receive training to effectively use performance appraisal systems. This includes using documentation quarterly, providing regular feedback, and involving employees in two-way discussions. Self-appraisals and goal-setting are also important.
3. Managers can be held accountable by linking their performance to business targets and engagement plans. Metrics, informal feedback, and data like profits provide accountability.
Primary Care Application Homework 3.docx
1. Performance evaluations are not legally required but can help define employee growth and development. Regular feedback helps managers address issues early.
2. Managers should receive training to effectively use performance appraisal systems. This includes using documentation quarterly, providing regular feedback, and involving employees in two-way discussions. Self-appraisals and goal-setting are also important.
3. Managers can be held accountable by linking their performance to business targets and engagement plans. Metrics, informal feedback, and data like profits provide accountability.
Human Resources
The document discusses the importance of organization and human resources management in businesses. It explains that as businesses grow, they need to structure departments and clearly define roles and responsibilities. This involves creating organization charts and learning terms like hierarchy, line managers, and span of control. The document also discusses recruiting, training, motivating, and retaining qualified staff. Effective human resources practices are important for businesses to function properly and achieve their goals.
Promo document
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
Performance appraisal form template
The document discusses performance appraisal form templates, including tips and examples of accomplishments to include for different evaluation categories like performance management, teamwork, and reliability. It also outlines several common performance appraisal methods like ranking, rating scales, checklists, and critical incidents, highlighting their advantages and disadvantages. The document provides additional resources for performance appraisal forms, methods, examples, and other related topics.
Similar to Assignment 2 Applying the Learned Information from a Career Self-As (20)
Chapter 8 : Introduction to the Different Functional Areas of Management
Chapter 8 : Introduction to the Different Functional Areas of Management
Chapter 9Employee Development and Career Management MGT 484.docx
Chapter 9Employee Development and Career Management MGT 484.docx
Chapter 9Employee Development and Career Management MGT 484
Chapter 9Employee Development and Career Management MGT 484
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