Jenny Yan discussed perceptions of UK returned graduates and foreign interns in China. UK graduates are seen as having strengths like cross-cultural skills but also opportunities to improve like understanding local customer needs and culture. Employers expect attitudes like passion and strong communication skills. Career development involves analyzing goals, competencies, and opportunities. Organizations provide learning solutions, leadership development paths, and talent management systems to develop high-performing employees.
The document provides information on the resource profile, competency center, recruitment process, performance management, and training and development process of Droisys, a software company. It details the department-wise and role-wise distribution of Droisys' 62 employees. It also outlines the competency requirements for each role and the multi-stage recruitment process, including interviews and tests. Performance is managed through goal-setting, appraisals, and training. A structured training needs analysis and calendar guide skill development.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
Convexus is a niche consulting firm that provides expertise in developing customer acquisition, management, and retention processes. It was founded by three entrepreneurs with over 50 combined years of experience in sales, marketing, and operations at companies like Castrol and Asian Paints. Convexus focuses on understanding client needs, constraints, and environments to provide unique solutions that improve process efficiencies. Its services include consulting, learning solutions, and technology tools to enhance productivity and monitoring in areas like customer management, sales processes, channel strategies, and product communication development.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
The document provides an overview of Varnaaz Technologies, an Indian training company. It discusses Varnaaz's philosophy, vision, and services. Varnaaz offers corporate training programs in various technologies like cloud computing, big data, mobile applications, and Microsoft products. It also provides training programs for individuals and partners with academic institutions. The document highlights Varnaaz's strengths like experience, certified trainers, value-based pricing, and current clients. It includes case studies demonstrating the impact of Varnaaz's training programs.
The document discusses a systematic competency development approach implemented at Huawei Technologies. It describes challenges with competency development like lack of standardized assessments and individual development frameworks. It then presents a competency development model with components like competency assessment, individual development frameworks, leadership development, training management, and knowledge management. The implementation experience is shared, including developing competency profiles, assessments for software test engineers, and individual development plans. The goal is to establish a comprehensive and sustainable competency development ecosystem.
Don Beson has over 20 years of experience in information technology management, personnel management, project management, business development, and quality assurance. He has managed teams of up to 40 employees across multiple industries. Beson has strong leadership, communication, and coaching skills and has helped employees and projects reach their full potential. He currently works as an independent management consultant.
This document provides information to help determine which project management credential is most appropriate. It describes the CAPM, PMP, PgMP, PMI-SP, and PMI-RMP credentials. For each, it outlines the definition, exam fees, who should apply, education and experience requirements, and exam information to check eligibility. The goals are to help the reader choose the right credential and understand the steps to apply, earn, and maintain a PMI certification.
The document provides information on the resource profile, competency center, recruitment process, performance management, and training and development process of Droisys, a software company. It details the department-wise and role-wise distribution of Droisys' 62 employees. It also outlines the competency requirements for each role and the multi-stage recruitment process, including interviews and tests. Performance is managed through goal-setting, appraisals, and training. A structured training needs analysis and calendar guide skill development.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
Convexus is a niche consulting firm that provides expertise in developing customer acquisition, management, and retention processes. It was founded by three entrepreneurs with over 50 combined years of experience in sales, marketing, and operations at companies like Castrol and Asian Paints. Convexus focuses on understanding client needs, constraints, and environments to provide unique solutions that improve process efficiencies. Its services include consulting, learning solutions, and technology tools to enhance productivity and monitoring in areas like customer management, sales processes, channel strategies, and product communication development.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
The document provides an overview of Varnaaz Technologies, an Indian training company. It discusses Varnaaz's philosophy, vision, and services. Varnaaz offers corporate training programs in various technologies like cloud computing, big data, mobile applications, and Microsoft products. It also provides training programs for individuals and partners with academic institutions. The document highlights Varnaaz's strengths like experience, certified trainers, value-based pricing, and current clients. It includes case studies demonstrating the impact of Varnaaz's training programs.
The document discusses a systematic competency development approach implemented at Huawei Technologies. It describes challenges with competency development like lack of standardized assessments and individual development frameworks. It then presents a competency development model with components like competency assessment, individual development frameworks, leadership development, training management, and knowledge management. The implementation experience is shared, including developing competency profiles, assessments for software test engineers, and individual development plans. The goal is to establish a comprehensive and sustainable competency development ecosystem.
Don Beson has over 20 years of experience in information technology management, personnel management, project management, business development, and quality assurance. He has managed teams of up to 40 employees across multiple industries. Beson has strong leadership, communication, and coaching skills and has helped employees and projects reach their full potential. He currently works as an independent management consultant.
This document provides information to help determine which project management credential is most appropriate. It describes the CAPM, PMP, PgMP, PMI-SP, and PMI-RMP credentials. For each, it outlines the definition, exam fees, who should apply, education and experience requirements, and exam information to check eligibility. The goals are to help the reader choose the right credential and understand the steps to apply, earn, and maintain a PMI certification.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
Training House provides corporate training and consulting services. It has experienced industry practitioners as faculty who use real-life examples. It offers a wide range of topics including project management, IT service management, technology, and soft skills. Training House engages with clients through customized training programs and aims to help participants apply their learning.
Success Software Services is a Vietnam-based IT outsourcing company established in 2007 with 60 employees specializing in web development, data warehousing, and mobile app development. The company's management team is led by CEO Tran Cong Thanh and has experience working with large clients. Success provides both project-based and dedicated team engagement models using technologies like Java, .NET, PHP, and databases like SQL Server and Oracle. It has successfully delivered over 70 projects for clients in Vietnam, Japan, the US, and Europe.
Infinity Learning Systems provides training and development programs to help organizations build effective teams, engage employees, and optimize productivity. Their core purpose is "Building competencies with fun" through competency-based, experiential training delivered in an inspiring, educating, and entertaining way. Standard programs cover topics like communication, leadership, performance enhancement, and stress management, while customized programs are tailored to specific learning objectives.
The document outlines the vision and goals of the Centre for Workforce Intelligence (CfWI). It discusses establishing CfWI as the primary source of workforce intelligence for health and social care in England. It also mentions bringing together best-in-class organizations to provide complementary specialisms and using innovative methods to improve available intelligence for workforce planning. The success of CfWI will be secured through engagement with stakeholders.
Veronica Smith has over 10 years of experience in recruiting roles across various industries. She has a proven track record of managing the full recruitment process, including developing relationships, identifying talent, scheduling interviews, and negotiating offers. Her core competencies include recruitment strategy, applicant tracking, and troubleshooting.
Building on Talent itinerary for getting the right leaders ready
Sonia Diaz Del Oro
Director, Global Learning & Organizational Development
Royal Caribbean Cruises, Ltd.
Teri Hires, Ph.D.
Regional Vice President,
PDI Ninth House
Royal Caribbean’s Itinerary for Getting the Right Leaders Ready
Competency Based Hr Systems Developed By Chandramowly For An It Companygueste6e6f5f
M R Chandramowly joined Quasar Innovations in February 2005 to help build and manage HR systems. He facilitated workshops to develop Quasar's mission, vision, values, competencies, and HR processes like performance appraisal and employee manuals. He focused on serving the organization by assisting to achieve strategic goals through developing world-class HR processes like competency modeling and assessment.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
Anastasia Astridge is a change and training manager with over 5 years of experience developing comprehensive change strategies and training plans for large-scale projects. She creates tailored approaches for each client that involve stakeholder workshops and change agents to build buy-in and ensure changes are implemented successfully. Her goal is to coach teams and enable lasting changes that improve business outcomes.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
This document proposes a new course called "Management Consulting 101" at BITS Pilani. It argues that the course would be beneficial for students, the university, and recruiters in the growing research, analytics, knowledge process outsourcing, and management consulting (RAKMC) industry. The course would teach industry-standard skills and impart applicable knowledge to give students a competitive advantage in the job market. It would also benefit recruiters by providing well-trained candidates and publicity. The course could start in semester 1 of the 2012-2013 academic year as the creator is available to teach it and has the necessary experience working in the RAKMC field.
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
Primavera _ Rebecca King _ Mind the Gap - Strategies and tools to help bridge...InSync2011
This document discusses strategies for addressing skill gaps in project controls tools. It begins with an introduction of the presenter and their background in user adoption. The document then outlines common reasons for and signs of skill gaps, such as new system implementations, changes in project resourcing, and an inability to provide full classroom training. It also discusses typical training challenges on projects like limited funding, waves of new starters, and loss of knowledge when specialists depart. The document proposes six solutions to address these issues, such as analyzing learning needs, moving learning online, managing training by user roles and groups, providing ownership of learning to users, using assessments and reporting, and minimizing administration. An example is given of managing learning by user groups through role-
Sailing in Requirements Management Cross Currents - www.manageware.co.il SeminarManageware
The document discusses different approaches to requirements management for various types of projects and organizations. It provides a framework to help assess which approaches may be best suited for different project goals, environments, and constraints. It also offers keys to successful implementation based on years of experience in requirements engineering. Different project types have different cultures and requirements focuses, from engineering and compliance-driven to agile and minimalist. Economics and industry patterns also influence optimal processes and techniques.
This document provides an overview of an SAP HANA 1.0 with SP5 training program. The training focuses on role-specific skills rather than just teaching the product. Key topics covered include introduction to HANA, data provisioning using flat files, BODS, SLT and DCX, modeling, reporting, user management, security, BW 7.3 on HANA concepts and sample projects. The training is delivered online and includes hands-on experience, assignments, mock interviews and guidance for SAP HANA certification. The trainer has extensive experience implementing HANA solutions and training students to become certified consultants.
Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
The document describes a competence for priority setting. It defines the competence and provides 4 levels to indicate varying degrees of demonstration. It lists relevant jobs that require the competence at each level. It also includes positive and negative behaviors for the competence as well as examples of developmental approaches and a career path impact. An example is given to further explain the competence.
This document summarizes a study on a positive psychology intervention to help new graduates improve their employability. The intervention involved teaching students to write competence-based CVs by describing their cognitive, psycho-motor, and affective skills. Students reported gains in understanding how to present work-related competence, confidence in writing CVs, and motivation to achieve their goals. The discussion concludes that the intervention enhanced students' employability by helping them find meaning in their skills and translate their potential to recruiters.
Chemical process engineer performance appraisalMarkHughes678
This document provides information about various methods for evaluating the job performance of a chemical process engineer. It describes six common performance appraisal methods: 1) management by objectives, 2) critical incident method, 3) behaviorally anchored rating scales, 4) behavioral observation scales, 5) 360 degree appraisal, and 6) checklist and weighted checklist method. For each method, it provides a brief overview and discusses some key aspects, such as what behaviors or goals each method focuses on evaluating and some potential advantages or disadvantages. The document serves as a reference for supervisors to understand different approaches that can be used when assessing a chemical process engineer's performance.
Top 8 chemical process engineer resume samplesjoycejames46
The document provides resources for chemical process engineers seeking employment, including resume samples of different formats (chronological, functional, curriculum vitae, etc.), cover letter samples, interview questions and answers, tips for writing resumes and preparing for interviews, and other job search tools. It directs the user to the resume123.org website for free downloads of these materials.
1. There is an oversupply of engineering graduates in India, with only 20-33% of the 1.5 million graduates each year finding jobs that match their engineering degrees.
2. Companies are wary of campus hiring and investing in training due to low analytical skills, lack of experience, and high dropout rates among fresh graduates.
3. Opportunities for engineering graduates have decreased in the IT and manufacturing sectors, with hiring down 10-20% compared to previous years. Many graduates end up working in unrelated fields like sales.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
Training House provides corporate training and consulting services. It has experienced industry practitioners as faculty who use real-life examples. It offers a wide range of topics including project management, IT service management, technology, and soft skills. Training House engages with clients through customized training programs and aims to help participants apply their learning.
Success Software Services is a Vietnam-based IT outsourcing company established in 2007 with 60 employees specializing in web development, data warehousing, and mobile app development. The company's management team is led by CEO Tran Cong Thanh and has experience working with large clients. Success provides both project-based and dedicated team engagement models using technologies like Java, .NET, PHP, and databases like SQL Server and Oracle. It has successfully delivered over 70 projects for clients in Vietnam, Japan, the US, and Europe.
Infinity Learning Systems provides training and development programs to help organizations build effective teams, engage employees, and optimize productivity. Their core purpose is "Building competencies with fun" through competency-based, experiential training delivered in an inspiring, educating, and entertaining way. Standard programs cover topics like communication, leadership, performance enhancement, and stress management, while customized programs are tailored to specific learning objectives.
The document outlines the vision and goals of the Centre for Workforce Intelligence (CfWI). It discusses establishing CfWI as the primary source of workforce intelligence for health and social care in England. It also mentions bringing together best-in-class organizations to provide complementary specialisms and using innovative methods to improve available intelligence for workforce planning. The success of CfWI will be secured through engagement with stakeholders.
Veronica Smith has over 10 years of experience in recruiting roles across various industries. She has a proven track record of managing the full recruitment process, including developing relationships, identifying talent, scheduling interviews, and negotiating offers. Her core competencies include recruitment strategy, applicant tracking, and troubleshooting.
Building on Talent itinerary for getting the right leaders ready
Sonia Diaz Del Oro
Director, Global Learning & Organizational Development
Royal Caribbean Cruises, Ltd.
Teri Hires, Ph.D.
Regional Vice President,
PDI Ninth House
Royal Caribbean’s Itinerary for Getting the Right Leaders Ready
Competency Based Hr Systems Developed By Chandramowly For An It Companygueste6e6f5f
M R Chandramowly joined Quasar Innovations in February 2005 to help build and manage HR systems. He facilitated workshops to develop Quasar's mission, vision, values, competencies, and HR processes like performance appraisal and employee manuals. He focused on serving the organization by assisting to achieve strategic goals through developing world-class HR processes like competency modeling and assessment.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
Anastasia Astridge is a change and training manager with over 5 years of experience developing comprehensive change strategies and training plans for large-scale projects. She creates tailored approaches for each client that involve stakeholder workshops and change agents to build buy-in and ensure changes are implemented successfully. Her goal is to coach teams and enable lasting changes that improve business outcomes.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
This document proposes a new course called "Management Consulting 101" at BITS Pilani. It argues that the course would be beneficial for students, the university, and recruiters in the growing research, analytics, knowledge process outsourcing, and management consulting (RAKMC) industry. The course would teach industry-standard skills and impart applicable knowledge to give students a competitive advantage in the job market. It would also benefit recruiters by providing well-trained candidates and publicity. The course could start in semester 1 of the 2012-2013 academic year as the creator is available to teach it and has the necessary experience working in the RAKMC field.
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
Primavera _ Rebecca King _ Mind the Gap - Strategies and tools to help bridge...InSync2011
This document discusses strategies for addressing skill gaps in project controls tools. It begins with an introduction of the presenter and their background in user adoption. The document then outlines common reasons for and signs of skill gaps, such as new system implementations, changes in project resourcing, and an inability to provide full classroom training. It also discusses typical training challenges on projects like limited funding, waves of new starters, and loss of knowledge when specialists depart. The document proposes six solutions to address these issues, such as analyzing learning needs, moving learning online, managing training by user roles and groups, providing ownership of learning to users, using assessments and reporting, and minimizing administration. An example is given of managing learning by user groups through role-
Sailing in Requirements Management Cross Currents - www.manageware.co.il SeminarManageware
The document discusses different approaches to requirements management for various types of projects and organizations. It provides a framework to help assess which approaches may be best suited for different project goals, environments, and constraints. It also offers keys to successful implementation based on years of experience in requirements engineering. Different project types have different cultures and requirements focuses, from engineering and compliance-driven to agile and minimalist. Economics and industry patterns also influence optimal processes and techniques.
This document provides an overview of an SAP HANA 1.0 with SP5 training program. The training focuses on role-specific skills rather than just teaching the product. Key topics covered include introduction to HANA, data provisioning using flat files, BODS, SLT and DCX, modeling, reporting, user management, security, BW 7.3 on HANA concepts and sample projects. The training is delivered online and includes hands-on experience, assignments, mock interviews and guidance for SAP HANA certification. The trainer has extensive experience implementing HANA solutions and training students to become certified consultants.
Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
The document describes a competence for priority setting. It defines the competence and provides 4 levels to indicate varying degrees of demonstration. It lists relevant jobs that require the competence at each level. It also includes positive and negative behaviors for the competence as well as examples of developmental approaches and a career path impact. An example is given to further explain the competence.
This document summarizes a study on a positive psychology intervention to help new graduates improve their employability. The intervention involved teaching students to write competence-based CVs by describing their cognitive, psycho-motor, and affective skills. Students reported gains in understanding how to present work-related competence, confidence in writing CVs, and motivation to achieve their goals. The discussion concludes that the intervention enhanced students' employability by helping them find meaning in their skills and translate their potential to recruiters.
Chemical process engineer performance appraisalMarkHughes678
This document provides information about various methods for evaluating the job performance of a chemical process engineer. It describes six common performance appraisal methods: 1) management by objectives, 2) critical incident method, 3) behaviorally anchored rating scales, 4) behavioral observation scales, 5) 360 degree appraisal, and 6) checklist and weighted checklist method. For each method, it provides a brief overview and discusses some key aspects, such as what behaviors or goals each method focuses on evaluating and some potential advantages or disadvantages. The document serves as a reference for supervisors to understand different approaches that can be used when assessing a chemical process engineer's performance.
Top 8 chemical process engineer resume samplesjoycejames46
The document provides resources for chemical process engineers seeking employment, including resume samples of different formats (chronological, functional, curriculum vitae, etc.), cover letter samples, interview questions and answers, tips for writing resumes and preparing for interviews, and other job search tools. It directs the user to the resume123.org website for free downloads of these materials.
1. There is an oversupply of engineering graduates in India, with only 20-33% of the 1.5 million graduates each year finding jobs that match their engineering degrees.
2. Companies are wary of campus hiring and investing in training due to low analytical skills, lack of experience, and high dropout rates among fresh graduates.
3. Opportunities for engineering graduates have decreased in the IT and manufacturing sectors, with hiring down 10-20% compared to previous years. Many graduates end up working in unrelated fields like sales.
Central Idea: Engineering graduates require strong communication skills like English proficiency to work globally. While language skills are important, multilingualism and cultural awareness are also valued. Emotional intelligence can further improve communication and is considered key to career success over pure technical skills. However, engineering programs often lack sufficient focus on developing these important competencies.
Bridging the gap between industry & institutionSwami K
Today one of memorable day for me, Anand Nataraj & Cogzidel Technologies!
For a very long time, myself & Anand wants to meet the Students Community and enlighten them on the factors that Industry expects when they step into their Career Zone.
And that dream was made into reality today! Our thanks to Sethu Institute of Technology for giving us an opportunity to have a stage to voice out our views!
Frankly speaking, I was surprised by the Institute's frankness & honest to announce the gap on the Educational Institute side. And even though I was tough on Educational Institution approach for not upto the speed in grooming the students for Industries, they took it in the right spirit & assured to offer their best possible support. Kudos to the entire management and staff team at Sethu Institute of Technology!
And special thank to a ex-Cogzian who has recommended us to the College Authorities about us! Although they didn't reveal his name, my kudos to the unknown person.
Now sit back & real our Comic Story!
Cartoons are Powered By Cogzidel Cartoon Creatives (CCC)
#cogzidel #cogzidel_journey
Role of Consultancy in Bridging Gap Between the Expectation of Jean Shah
This document discusses the role of consultancy in bridging the gap between management student expectations and industry expectations. It provides an overview of the global consulting industry and revenues. It also discusses the present situation of management graduates in India, the expectations of both students and the industry. There is a gap between their mindsets. The document outlines the objectives, research methodology, data collection methods, data analysis and findings of a study on the role of consultancy in addressing this gap. It analyzes data from questionnaires given to 13 consultancy firms on how they recruit and select management students for client roles.
expectation of industries from technical graduatesmp poonia
the effort has been made to discuss about the gaps in skills of engineering graduates in consultation with industries. Various sectors of industries have been invited at NITTTR Chandigarh during ICT based teacher training programs to identify the gaps between the expectations of industries from technical graduates and input provided by engineering colleges as per curriculum.
eBook: Business Process Outsourcing 101: Five Steps for SuccessDATAMARK
This document provides an overview of business process outsourcing (BPO). It discusses what BPO is, common business processes that are outsourced like mailroom operations and finance/accounting tasks. The top reasons for outsourcing are to reduce costs, focus on core business activities, and improve process quality. It also provides guidance on determining which processes are candidates for outsourcing versus keeping in-house, and factors to consider when selecting an outsourcing location and provider.
[Lecture Slides] : Here is the link to Mr Bharat Bongu's presentation on "People Management Issues" in BPO's,presented as part of Services Management course in BITS-Pilani. The lecture includes sourcing, training and retention methodologies used by Urban BPO's and its Rural counterparts
Top 5 chemical process engineer interview questions with answersmarkets8212
This document provides summaries of common interview questions and answers for chemical process engineers. It discusses flow control, which focuses on efficiently moving materials through production by addressing bottlenecks. Materials requirement planning (MRP) uses computer systems to manage ordering materials to supply future production needs. Just-in-time (JIT) manufacturing aims to reduce waste by minimizing inventory and scheduling deliveries and production to optimize efficiency. The document also provides sample answers for questions about strengths and reasons to hire the candidate.
A sea change is required for a person who is going to start a career saying bye to studies. This presentation gives an insight into the basic change required by the candidate in order to adjust himself/herself to the corporate culture.
This can also useful for the candidates who are going to attend an interview.
Various industry trends and career opportunities for engineering graduates in...Dr. Shivananda Koteshwar
The document discusses various career opportunities and trends for engineering graduates in India. It outlines focused branches of engineering that include electronics and communication, computer science, information technology, and electrical engineering. Popular industries for jobs include IT services, semiconductor design, electronics, and software. The document provides examples of roles in these industries and discusses skills needed such as knowledge of programming languages, digital design, and communication skills. It also outlines strategies for graduates to increase their employability such as obtaining certifications, internships, and open coursework education.
The document provides career advice for students transitioning from school to employment. It emphasizes starting early to pursue one's dreams, and notes that only 25% of technical graduates and 10-15% of general graduates are employable due to a lack of necessary skills. These skills include responsibility, adaptability, patience, and a willingness to learn from others. The document contrasts the differences between student and employee mindsets and responsibilities. It provides tips for improving English skills, writing effective resumes and applications, and interview preparation. The overall message is the importance of continuous self-improvement to be competitive in the job market.
India has manpower of 1.2 billion and it is ironic that still we suffer from dearth of talent? Only 10% of MBA graduates of the country are employable
17& of Engineering graduates are employable. The enormity of the challenge that India will face in year 2026 can be imagined when 64.8% of India’s population would be in the working age of 15-64 years.
Impact of rising demographics on employment
By 2020 out of 1.3 billion people in India we will have about 0.8 billion in the working age and that is surely something the world can look forward to.
Quality of workforce is more important than quantity. In fact having a lower head count of skilled manpower is much better than a manpower whose larger portion is unemployable.
India will heading for a skill gap of 75-80% across Industry sectors. There will be people but with skills that corporate do not require, and jobs for which the right fit is not available. The economic impact of this vicious cycle is something like powerhouse of educated yet frustrated youth who are directionless with no jobs in hand is unimaginable.
Matching the skill levels of the supply side and the demand side of Talent Supply Chain
The document provides tips and advice for transitioning from campus to the corporate world including managing expectations, making a good first impression, adapting to a new environment, and maintaining work-life balance. It emphasizes dressing professionally, asking questions to learn the industry and company, being friendly, saying thanks, and focusing on work during the first month. Maintaining a positive attitude and surrounding yourself with successful people are also advised for long term success.
The document discusses three topics:
1. Will: It discusses six universal human needs that people are passionate about: certainty, uncertainty, significance, belongingness, growth, and contribution.
2. Skill: It notes that there is no single way or standard time it takes to learn a skill, which varies between people, and natural ability is not the only factor in success.
3. Bill: It defines three types of sight - eye-sight, hind-sight, and mind-sight - and how they relate to understanding market opportunities and problems that companies solve by hiring problem solvers.
Bridging the gap between academics and industrySheetal Sharma
The document discusses the gap between what colleges teach students and what industry expects. It notes that colleges focus on theoretical knowledge and strategies to get jobs, while students absorb the idea that a degree is sufficient preparation for the workforce. However, industry wants skills like a strong work ethic, analytical abilities, communication skills, and teamwork. The document recommends increasing industry interaction with students through more internships, workshops, and projects to help close this gap between academic and workplace expectations.
Making Students Industry Ready - Campus to Corporate ProgramSadashiv Borgaonkar
ACTSol & Associates is a consulting and training firm that provides a 45-day training course to help students and professionals prepare for jobs and careers. The training covers topics like aptitude building, communication and presentation skills, group discussions, resume writing, and interview skills. It aims to help trainees get jobs with top employers, have rewarding careers, and smoothly transition from college to work. The training will be delivered over 45 days and include over 150 hours of sessions covering various modules and skills.
Marian Hanna is a chemical engineer seeking a job in the chemical engineering field. She has a bachelor's degree in chemical and nuclear engineering from El Shorouk Academy and is finishing a master's degree in chemical engineering from Suez Canal University. Her work experience includes two years as a chemical engineer for industrial water treatment and over four years as an assistant engineer for a power station project. She has skills in Microsoft Office, databases, and various computer programs and languages.
My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.
The document discusses an approach to skills development that focuses on identifying the discrete skills underlying competencies. It involves decomposing competencies into their component skills, mapping skills to appropriate learning options, and measuring the effectiveness of learning. Key steps include developing skills profiles for roles, recognizing skills elements within competencies, aligning skills with learning solutions, and using assessments and surveys to gauge performance improvement. The overall approach provides a framework for skills development that transforms capabilities into learnable skills through identification, learning, and measurement.
TalentGuard provides a social talent management software platform and services to help organizations develop their employees. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources and coaching from professional career managers. Case studies demonstrate how TalentGuard has helped clients strengthen succession planning, identify high potentials, and increase the percentage of key roles filled internally.
The document discusses training programs offered by Vibrant Serve, a global training solutions company. It provides an overview of various certification programs in areas such as recruitment, leadership, HR, soft skills and adventure programs. It also outlines training workshops focused on skills like communication, team building, and project management. The training programs aim to develop talent and provide certifications in in-demand skills.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
The Training Edge provides personalized training, education, assessments, and coaching services to help organizations build professional skills and foster a culture of growth. They have over 100 certified trainers with expertise across many industries. Clients consistently choose them for their blended learning approaches and high customer satisfaction ratings. Their capabilities include assessments, instructional design, blended learning solutions, coaching, and continuous growth programs.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
How to Create a Competency-Based Training ProgramBizLibrary
This document outlines how to create and implement a competency-based training program. It discusses defining competencies, assessing skills gaps, and developing individual development plans (IDPs) aligned to organizational goals. The process involves needs analysis, identifying core competencies, skills assessment, competency mapping, and integrating development activities into talent management. Sample frameworks show how to assess and map competencies for customer service and leadership roles, then link relevant courses to close skills gaps and support IDPs. Competency-based training focuses on achieving specific competencies through self-paced learning, in contrast to traditional training models.
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.
Forbes Marshall has been on a journey to become a great place to work since 1925. They focus on employee development through competency mapping and training, maintain open communication through various forums and tools, and empower the community through CSR initiatives in health, education, and women's programs. Though challenges remain in fully engaging all generations of employees and overcoming issues in CSR work, Forbes Marshall continues their journey towards being a role model organization.
Accelerating Learning for Business Impact - NuVeda Corporate Presentation Balasubramanian Krishnan
Accelerating Learning for Business Impact - NuVeda is an end-to-end learning solution provider for Corporates, Universities and educational institutions.
Contact us at info@nuvedalearning.com
Rob gordon sales skill sets core competencies 2-5-2012Rgordon2012
Rob Gordon has over 25 years of experience in business development, sales management, and brand development. He has a track record of developing strategies to penetrate new markets and capitalize on opportunities. Gordon is an innovative leader who builds high-performing teams and develops critical relationships to optimize company positioning. He has extensive domestic and international experience working across multiple industries.
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. The ideal candidate has an MBA and relevant work experience, with skills in domains, leadership, client relationships, and project management
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. Qualifications required include an MBA, relevant work experience, domain expertise, and strong relationship and communication skills.
Rob gordon sales skill sets core competencies 2-5-2012Rgordon2012
Rob Gordon has over 25 years of experience in business development, sales management, and brand management. He has a proven track record of developing strategies to penetrate new markets and capitalize on opportunities. Gordon is an innovative leader who builds high-performing teams and drives companies forward. He has extensive domestic and international experience across various industries.
The document discusses a systematic competency development approach implemented at Huawei Technologies. It describes challenges with competency development like lack of standardized assessments and individual development frameworks. It then presents a competency development model with components like competency assessment, individual development frameworks, leadership development, training management, and knowledge management. The implementation experience is then shared, including developing competency profiles, assessments, and individual development plans. Key aspects implemented include a web-based platform, research on models, and pilots with different teams over 2.5 years.
The document summarizes a keynote speech on a systematic competency development approach for IT professionals. It describes challenges with competency development, proposes a competency development model with frameworks for assessment, leadership development, training management, and knowledge management. It shares implementation experiences using a web-based platform for competency assessment and individual development plans. The conclusion emphasizes that competency development is a long-term strategic focus that requires management support and employees' interest to achieve results over time through a simple and principled approach.
Similar to • Boosting the employability of your graduates (20)
3. Contents
• Introduction
• Perception on UK Returned Graduates
• Expectations and Suggestions
• Career Development in MNCs in China
• Successful Stories Sharing
• Summary
4. Dr. Jenny Yan
Jenny Yan Xiaozhen joined Motorola in 1994 as manager of government and
university relations, followed as Site manager of Motorola University TJ, operation
manager of MU China, Senior manager of MU China and Director of Motorola
University China and MU Asia Operation, Also Director of Asia Inclusion & Diversity.
Has joined China HP as Senior Director of HP University and Dean of Business
School and Quality/Supply China Management School in March of 2011.
-Has got more than 18 years rich experience and knowledge on human resource
development including education/ training & development, organizational development,
career development, as well as leadership development and six sigma improvement
system, has been certified as Motorola Green Belt.
-Has been certified as Senior Consultant by Global Balance Scorecard Institute
-Has been certified as Coach/Consultant by Global Harrison Assessment Center
-Has been certified as Consultant by Global Hogan Assessment Center
Jenny has received the Ph.D. Degree from University of Reading, UK.
5. Perception on UK Returned Graduates
Strength
Cross culture awareness and easy to adapt diversified environment
Positive attitude and openness
Teamwork spirit
Think and act more independently
Language: get more opportunities than peers, i.e international
conferences, oversea training/projects, more exposure with global
leadership team as either translator or involved in international project
team.
Global view: better communication with foreigners, larger tolerance with
culture diversity, proactively seeking help globally, i.e. HP has an
internal L&D platform people can get connected with your counterparts
in other countries, in order to leverage this platform to get connected
with colleagues from US and India to know more information on “mobile
learning”
6. Perception on UK Returned Graduates
Opportunities
Not clear on own career path
Language is not an advantage any more
Less aggressive than US graduates
Less capability to handle pressure
MNCs programs
Internships advantage for local graduates
Local customer needs: understand customers, their way of speaking
Build up relationship with local colleagues, what they like, way of life
No advantages in salary.
Local culture cannot be adapted
Frustration tolerance is weak
7. Employer’ Expectations - High Performance Talents
Performance Oriented
Employee Performance
Management Module
Job Functions Goal Setting Employee PMA
Competency Result Driven Development Process Control
HR Development Platform
8. Employee’ Basic Competency Model
Fast enough Global mindset in
action
Winning
attitude Passion for
customers
Collaborating
Leveraging
across boundaries diversity
9. Expectations for UK returnees
Attitude is KEY
Personal commitment and career planning
Culture awareness and ability to work independently at a
diversified environment
Creative thinking and result focus
Ability to adapt changes/flexibility
Customer Focus
Thinking in context
Capability of handling stress
Teaming for Excellent Skills
Strong Communication and Interpersonal Skills
Good Presentation skills
English Proficiency: a basic but fundamental differentiator
10. Employee’ Career Development
Technical Management
Path Path
Senior Master/ Manager IV/VP
Master
Senior
Expert/Expert Manager III/Director
Technical Expert Manager II
Senior Engineer Manager I
Senior
Engineer Technical Path is based upon job
Technical path is not
Engineer level to match management path
exactly the same as
management level Junior level
Engineer
11. Talents Development System
Talents Development Stratey
WD design & development lifecycle processes
Business & Evaluate
Select
Design Develop Implement Support level 1:
performance approach
requirements satisfaction
competencies determine the design the build, buy, or deliver the ongoing
level2:
cost effective, solutions, customize the solutions analysis &
meet
best match selecting solutions using standard support for
Performance objectives
approach/ methods & methods access and
analysis
solutions content use level 3:
performance
Gaps, causes improvement
& metrics
level
4:
business
Top Talents Development Process
results
Skills & competencies
Content management
Grow @ hp portal HP
HR Technology/Network Platform /LMS
11
15. Career Development
I am interested in I fit where a line of I can where to route
which route Development ? development?
development ?
• Intelligence •Org. environment
•Value • Skill •Social environment
•Ideal • IQ •Economic Environment
•Achievement • Background •Political Environment
motivation • Personality
•Interesting
SWOT Analysis for Challenge &
Personal Goal Analysis self and others Opportunity Analysis
Goal Orientated Competency Oriented Opportunity Oriented
Occupation Trend
Career Route is Confirmed
Career Development Analysis
16. Career Development
Employee’ Organizational
Development goal Development Goal
Career Development Goal
Goal: Self Achievement Goal: Effective use of Talents
• Self assessment • Grasp the talent demand trend
• Future job design • Right talent in right place
• Career dev. plan • Talent Dev. Plan
• Self inspiration grow • Prioritize Business Strategy
-------- ---------
Employee Needs Org. Dev. Needs
Employee Development
Career Development Management Organizational Development
17. UK Returnee in Her Eye
Positive
Attitude Emplo
Quick
yee
Willing to
Goal
Change learner
Cissie Chen
University of Kingston, MA Creativity Org.
(Marketing) 2005-2006 Goal
Compan
• Customer Development Proactive y Goal
Business Development Solve problems Team Work
Manager, China HP Customer Global view and
complexity Experience
• Customer Relations Communication
Program Manager, Motorola China Cultural Diversified
18. UK Returnee in Employer’ Eye
Passion &
Assessment Positive 360 feedback
Michael Wang
Be critical thinking Ability to
Durham University, and learn and
MBA (2001-2004) creative Integrity/ adapt
• Sales GM– China, honesty/
Inter- Ethics Customer
• Sales Development personal
Director, ICI China.
Oriented to
skills drive results
Leadership
日常观赏
Interview Observation
19. Perception on Foreign Interns in China
Strengths Opportunities
• Strong willingness to learn • Lack of Chinese language
• Sense of ownership skills
• Think and act independently • Not sure to succeed in a
• Strong logical and analytical Chinese environment
skills • More emphasis on
• Ease at working cross-functions integration with local needed
and cross-hierarchy • Unclear “China” career
• Positive attitude and open to path/next steps
Chinese culture • Awareness Chinese culture -
• English proficiency - relationship build up
20. Summary
• China continues as a major engine of the world economy
• “ Talent War ” becomes even more severe, which was magnified
several years ago by what Mckinsey referred to as the paradox of
“ shortage amongst plenty” ( i.e. only 10% qualifiers from university
graduates who meet the requirements of foreign companies)
• China’s Labour market is and will be becoming more internationalized
and diversified.
• The needs are not only from MNCs, also from Chinese Companies
which become global company—more challenges