Talent Analytics provides solutions to help organizations better understand their talent and improve business performance. Their solutions include talent scoring and benchmarking, rich profiles of individuals and teams, and tools to optimize collaboration, onboarding, coaching, and succession planning. These solutions help address common business problems such as correlating talent to performance, building effective teams, and maximizing employee potential.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses the role of a human resource manager in a global company. It outlines the HR manager's responsibilities in areas like recruitment, training, compensation and benefits. The HR manager acts as a bridge between local site needs and corporate policies, and must balance global standardization with local customization. Key skills for HR leaders in global companies include global intelligence, cross-cultural competence, strategic thinking and effective communication.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
This document provides information about a specialization program in competency mapping and benchmarking. The program is intended for experienced human resources professionals and will cover topics like competency analysis, organizational competency requirements, competency-based strategy development, and change management techniques for adoption of competency mapping. Attendees will learn Catalyst's framework for competency mapping and benchmarking implementation, explore case studies, and participate in interactive sessions focused on application of the concepts. The goal is to equip participants with the skills to execute competency mapping in their own organizations and enhance their professional growth.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses the role of a human resource manager in a global company. It outlines the HR manager's responsibilities in areas like recruitment, training, compensation and benefits. The HR manager acts as a bridge between local site needs and corporate policies, and must balance global standardization with local customization. Key skills for HR leaders in global companies include global intelligence, cross-cultural competence, strategic thinking and effective communication.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
This document provides information about a specialization program in competency mapping and benchmarking. The program is intended for experienced human resources professionals and will cover topics like competency analysis, organizational competency requirements, competency-based strategy development, and change management techniques for adoption of competency mapping. Attendees will learn Catalyst's framework for competency mapping and benchmarking implementation, explore case studies, and participate in interactive sessions focused on application of the concepts. The goal is to equip participants with the skills to execute competency mapping in their own organizations and enhance their professional growth.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile
Mount Talent Consulting is an international consulting firm specializing in search, mapping, consulting, staffing, and assessments. The firm addresses market dynamics for clients across geographies, including assessing talent and leadership potential. MTC delivers services such as executive search, recruitment, consulting, and assessments using various tools including proprietary platforms. The firm's clientele includes large companies from industries such as technology and consulting. MTC uses processes for executive search that include requirement gathering, research, screening, and interviews to close positions quickly.
The document provides information about Sandy Sanderson and her company Meridian Executive Resources, which assists with career coaching. It outlines various topics and processes covered in their Candidate Career Resource Guide, including career analysis, professional branding, networking, research opportunities, and interviews. The goal is to help clients become "the smartest candidate" and position themselves for their next career opportunity.
The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
Paydata is a UK-based reward management consultancy that provides HR professionals with salary data, insights, and tools to help manage pay and reward practices. It offers services including salary benchmarking, reward strategy and design, pay review and analysis, and employee engagement. Paydata consultants work to develop customized reward strategies and review pay packages to attract, retain, and motivate employees within legal compliance and budget. Customers praise Paydata for its professionalism, responsiveness, delivery of quality service on time and budget, and challenging thinking as reward professionals.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Peoplepro Management Services provides professional HR services including strategy development, talent acquisition, training, and temporary staffing. They work with over 200 clients across various industries in India and abroad. The company is led by a team of experienced professionals with expertise in areas such as business strategy, HR, finance, and IT. They aim to help clients build high-performing teams through strategic and operational HR solutions.
Shadowmatch is a tool that uses behavioral benchmarks to help organizations choose the right employees. It does this by assessing candidates' habits and comparing them to the proven top performers in specific roles. Organizations can use Shadowmatch for recruitment, coaching, succession planning, and developing current employees. By focusing on behavioral fit, Shadowmatch helps maximize employee and business success.
Ceo Talent Search Pvt Ltd Presentation (2)guestb28258
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under CEO Group, which was founded in 1999. CEO TalentSearch has over 100 professionals and more than 100 clients spread across 8 countries. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, which uses scientific screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, India Cements, L&T, and PepsiCo.
Ceo Talent Search Pvt Ltd..Presentationshashinair05
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under the CEO Group, which was founded in 1999. CEO TalentSearch has over 100 clients across 8 countries and a team of over 100 professionals. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, using various talent sourcing methods and screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, L&T, PepsiCo and others.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
‘TAS’ is a ‘Professional Employer Organization’ to take care of your HR needs so that you can concentrate on your core objective. In-depth experience and expertise in recruitment support, learning & development, employee data services and temp staff payroll management.
This document summarizes the services provided by Assessment Edge, including occupational assessments for hiring, training, and management that are available in 32 languages across 122 countries. It describes how Assessment Edge's ProfileXT assessment measures job fit and can be used for employee selection, onboarding, management, and strategic workforce planning. The assessment evaluates thinking style, behaviors, interests, and match to specific jobs.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
The document discusses the importance of recognizing "Invisible Employees" - those who contribute significantly to an organization's success in less transparent ways. These can include past superstars who now mentor others, people who manage key relationships or projects, and advisors who help the organization run smoothly. Without a performance management system that identifies these employees, companies risk cutting them accidentally during downturns when focusing only on measurable metrics like sales. The document urges companies to develop ways to recognize Invisible Employees and make informed staffing decisions, as talent remains critical even in tough economic times.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
Данный проект в первую очередь нацелен на предоставление комплексного обучения специальностям, востребованным при разработке игр, а также, в перспективе, в смежных с ней областях индустрии развлечений (геймдизайн, анимация, веб-разработка, интернет маркетинг…).
This document discusses the concept of truth according to Christianity. It begins by exploring what truth means and how Jesus is described as "the way, the truth, and the life" in the Bible. It then examines how Satan spreads lies and deceives humanity. The rest of the document outlines how Jesus and the Holy Spirit reveal truth, how truth exposes our sinful nature, and the need to develop an intimate relationship with truth incarnate in Jesus to overcome deception. It concludes by considering moments in the Bible where truth is revealed.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile
Mount Talent Consulting is an international consulting firm specializing in search, mapping, consulting, staffing, and assessments. The firm addresses market dynamics for clients across geographies, including assessing talent and leadership potential. MTC delivers services such as executive search, recruitment, consulting, and assessments using various tools including proprietary platforms. The firm's clientele includes large companies from industries such as technology and consulting. MTC uses processes for executive search that include requirement gathering, research, screening, and interviews to close positions quickly.
The document provides information about Sandy Sanderson and her company Meridian Executive Resources, which assists with career coaching. It outlines various topics and processes covered in their Candidate Career Resource Guide, including career analysis, professional branding, networking, research opportunities, and interviews. The goal is to help clients become "the smartest candidate" and position themselves for their next career opportunity.
The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
Paydata is a UK-based reward management consultancy that provides HR professionals with salary data, insights, and tools to help manage pay and reward practices. It offers services including salary benchmarking, reward strategy and design, pay review and analysis, and employee engagement. Paydata consultants work to develop customized reward strategies and review pay packages to attract, retain, and motivate employees within legal compliance and budget. Customers praise Paydata for its professionalism, responsiveness, delivery of quality service on time and budget, and challenging thinking as reward professionals.
BlueSky is a pioneer in outsourcing entire HR functions for companies. It provides integrated HR outsourcing services including strategic HR consultancy, HR operations management, recruitment and selection, payroll processing, training, and temporary staffing. BlueSky's services are focused on expertise, innovation, and ensuring execution to help clients leverage their people assets. The company works as a long-term partner to clients across various industries such as media, FMCG/retail, technology, manufacturing, and more.
Peoplepro Management Services provides professional HR services including strategy development, talent acquisition, training, and temporary staffing. They work with over 200 clients across various industries in India and abroad. The company is led by a team of experienced professionals with expertise in areas such as business strategy, HR, finance, and IT. They aim to help clients build high-performing teams through strategic and operational HR solutions.
Shadowmatch is a tool that uses behavioral benchmarks to help organizations choose the right employees. It does this by assessing candidates' habits and comparing them to the proven top performers in specific roles. Organizations can use Shadowmatch for recruitment, coaching, succession planning, and developing current employees. By focusing on behavioral fit, Shadowmatch helps maximize employee and business success.
Ceo Talent Search Pvt Ltd Presentation (2)guestb28258
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under CEO Group, which was founded in 1999. CEO TalentSearch has over 100 professionals and more than 100 clients spread across 8 countries. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, which uses scientific screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, India Cements, L&T, and PepsiCo.
Ceo Talent Search Pvt Ltd..Presentationshashinair05
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under the CEO Group, which was founded in 1999. CEO TalentSearch has over 100 clients across 8 countries and a team of over 100 professionals. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, using various talent sourcing methods and screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, L&T, PepsiCo and others.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
‘TAS’ is a ‘Professional Employer Organization’ to take care of your HR needs so that you can concentrate on your core objective. In-depth experience and expertise in recruitment support, learning & development, employee data services and temp staff payroll management.
This document summarizes the services provided by Assessment Edge, including occupational assessments for hiring, training, and management that are available in 32 languages across 122 countries. It describes how Assessment Edge's ProfileXT assessment measures job fit and can be used for employee selection, onboarding, management, and strategic workforce planning. The assessment evaluates thinking style, behaviors, interests, and match to specific jobs.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
The document discusses the importance of recognizing "Invisible Employees" - those who contribute significantly to an organization's success in less transparent ways. These can include past superstars who now mentor others, people who manage key relationships or projects, and advisors who help the organization run smoothly. Without a performance management system that identifies these employees, companies risk cutting them accidentally during downturns when focusing only on measurable metrics like sales. The document urges companies to develop ways to recognize Invisible Employees and make informed staffing decisions, as talent remains critical even in tough economic times.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
Данный проект в первую очередь нацелен на предоставление комплексного обучения специальностям, востребованным при разработке игр, а также, в перспективе, в смежных с ней областях индустрии развлечений (геймдизайн, анимация, веб-разработка, интернет маркетинг…).
This document discusses the concept of truth according to Christianity. It begins by exploring what truth means and how Jesus is described as "the way, the truth, and the life" in the Bible. It then examines how Satan spreads lies and deceives humanity. The rest of the document outlines how Jesus and the Holy Spirit reveal truth, how truth exposes our sinful nature, and the need to develop an intimate relationship with truth incarnate in Jesus to overcome deception. It concludes by considering moments in the Bible where truth is revealed.
Dr. Amit Seth - Dermato Surgery Center offers a complete hair transplantation, hair loss treatment, plastic surgery, breast implant, skin treatment, face lift surgery and eyebrow hair transplantation in Delhi
This document provides contact information for Dani, whose phone number is 0922.95583. Anyone seeking more information should contact Dani directly using the phone number provided.
A leading Dermatologist ,He is member of "American Academy of Dermatology" and member of "International Society of Dermatology". To his credit are number of award winning presentations. He was nominated by IBC Cambridge England as a leading health professional of 2007.
Данный проект в первую очередь нацелен на предоставление комплексного обучения специальностям, востребованным при разработке игр, а также, в перспективе, в смежных с ней областях индустрии развлечений (геймдизайн, анимация, веб-разработка, интернет маркетинг…)
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
This document summarizes the London Dart Hackathon. It discusses that Dart is a programming language designed for complex applications and team development. It is easily compilable to JavaScript. The document provides examples of Dart code showing functions, classes, interfaces, libraries, and optional typing. It also discusses Dart libraries for HTML, JSON, and server-side IO. In conclusion, it encourages trying Dart and provides links for more information.
This document discusses sudden cardiac death (SCD), including risk factors, stages, signs of clinical death, and management protocols. It provides:
1) Key risk factors for SCD include older age, male sex, coronary artery disease, high cholesterol, hypertension, smoking, and abnormal heart rhythms.
2) SCD progresses from prodromal symptoms to acute symptoms to disturbances in blood circulation and biological death. Signs of clinical death include asystole, absent pulses, dilated pupils, and pale skin.
3) Management of SCD follows protocols for basic life support (CPR), advanced life support, and post-resuscitation care. It also provides algorithms for defibrillation
This document discusses risk factors, stages, management, and treatment of sudden cardiac death (SCD). It identifies key risk factors for SCD including older age, male sex, coronary artery disease history, high cholesterol, hypertension, smoking, and abnormal heart rhythms. The stages of SCD are described as prodromal, acute symptoms, and circulatory disturbances leading to biological death. Management involves evaluating the patient, performing CPR, using defibrillation and other advanced life support measures, post-resuscitation treatment, and long-term management. Specific protocols are provided for basic life support including CPR, advanced life support, and treating ventricular tachycardia or fibrillation.
The document provides guidance on examining a patient presenting with abdominal distention. It lists the differential diagnoses of abdominal distention including the "5 F's" of fat, flatulence, feces, fluid, and fetus. It then discusses ascites, describing the main causes as portal hypertension in cirrhosis, abdominal malignancy, and congestive cardiac failure. Less common causes and the distinction between transudative and exudative ascites based on serum-ascites albumin gradient are also covered. Potential complications and management strategies for the patient are outlined.
The patient presents with a chronic cough lasting 2 months with initially whitish sputum and now blood-streaked sputum. He also reports difficulty breathing and fever for the past 2 weeks. The doctor's approach involves taking a thorough history regarding cough onset and characteristics, associated symptoms, and appearance of any sputum to determine potential causes and guide appropriate examination and testing. Key considerations include pneumonia, lung cancer, and other infectious or inflammatory respiratory conditions.
Le Contenu Marketing pour valoriser votre entreprise sur InternetWordMedia
Le contenu marketing pour valoriser pour entreprise sur internet. Support présentation atelier UPE06 par Sébastien Thubet fondateur de WordMedia agence dédiée aux stratégies digitales des entreprises.
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 ProfileXT assessment measures how well a job candidate fits specific job roles based on 20 performance indicators. It evaluates a candidate's thinking style, behavioral traits, interests, and match to a job. The assessment is customizable to different companies, positions, managers, and locations. It provides objective insights into candidates to help with hiring, promotion, and organizational decisions. The assessment is administered online and instantly scores candidates, allowing managers easy access to results to assist in selection and onboarding.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
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.
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.
1) Workforce analytics can help companies improve performance, profitability, and human capital investment. Companies using workforce analytics outperform those that do not.
2) HR professionals can use workforce analytics to shift from an operational to more strategic role by identifying patterns of success and failure. Analytics provide insights into areas like turnover, recruiting, and employee performance.
3) Focusing initially on turnover, recruiting, and performance metrics can help HR demonstrate value and improve productivity, while also identifying training and other needs.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
The document discusses priorities for HR in startups. It recommends seeding values and culture anchors upfront. It also advises setting up essential systems like payroll, benefits administration, and compliance policies. Additionally, it emphasizes the importance of getting the right team on board by sharing the company vision and equity opportunities. Finally, it notes the need to manage ongoing HR operations like new hire onboarding and administration, employee relations, and statutory compliances.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
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.
1) The document discusses building talent capital and strong organizations by getting the right people, matching people to the right roles, and allowing them to grow with the business.
2) It introduces Waterville's integrated talent informatics platform which can find, match, and retain the right people for an enterprise's needs through recruiting, campus recruiting, and succession planning solutions.
3) The platform provides benefits like improved employer branding, better talent management processes, increased workforce engagement, and higher returns.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
This document discusses managing leadership talent through a matrix approach covering strategy, recruitment, development, retention, and succession. It outlines key questions to consider in each area and how the company adds value through establishing leadership brands, acquiring best-fit candidates, curriculum development, career path articulation, and assessing talent at all levels. The company works as a strategic partner to transform development, drive initiatives, launch new programs, and acts as an implementation partner to test approaches and drive transfer. It also acts as a content partner to source and customize content to augment existing programs.