This document provides guidance for supervisors and managers to help employees with career planning. It outlines a three stage career planning model of plan, learn, and experience. Tips are provided for facilitating career planning discussions, including asking open-ended questions, providing constructive feedback, and recognizing achievements. The role of supervisors is to support employees' career goals by being a facilitator, source of information, guide, and motivator.
Career Quest is a tool created by Progressive to help employees prepare for career development discussions. It contains resources to help users identify their interests, assess their skills, acquire new skills, and create individual development plans (IDPs). Users can access Career Quest through HR Express to find resume and interview tips, manager discussion guides, and competency assessments. Creating and regularly updating a career profile and IDP each year allows employees to reflect on accomplishments, set career goals, and receive feedback from managers. Taking proactive steps like promoting one's contributions and being visible can help employees gain more recognition.
LPA was struggling with employee retention and sought to improve satisfaction by developing a custom performance review application; an experience designer conducted employee interviews, identified issues with the current system like lack of communication, and led ideation workshops to design a solution focused on supporting natural conversation between employees and supervisors to address the core problem. User testing of a prototype revealed navigation and interface issues for further iteration to create an intuitive system that encourages completion of reviews together.
Charting out the Perfect Career Guidance for Business AdLhayneDF
The document provides career guidance for students studying business administration. It outlines the author's educational and professional background working in education, human resources, and business. It then poses a series of questions to guide career planning, including why the author chose business administration, their goals, plans to achieve goals, where they want to be in 5-10 years, and how they can contribute most to a company. The document emphasizes setting SMART goals, creating a career roadmap, finding connections between goals and jobs, and ensuring a company can help achieve long-term goals. It stresses the importance of skills like communication, emotional intelligence, and motivation for business leadership.
The document provides guidance on conducting effective employee performance appraisals by reframing them as opportunities for coaching and development, rather than criticism. It recommends starting with a discussion of company and employee visions to ensure goals are aligned. Performance should then be reviewed using coaching questions that focus on successes and resources needed rather than problems. SMART goals that are specific, measurable, attainable, relevant and time-bound should be set and reviewed monthly to provide accountability and ensure progress toward goals and visions. The overall approach transforms appraisals into positive experiences that enhance performance through ongoing coaching and partnership between managers and employees.
Organisations will easily lose high-quality talent if there are few career advancement opportunities available to them. According to a study, two out of three employees have considered leaving their jobs due to a lack of opportunities for skills development or career advancement.
As such, professional growth remains at the top of many employees' minds, and career pathing is a critical tool that you, as an employer, can use to facilitate that growth.
Providing them with clear-cut career development requires a commitment to clarifying pathways for growth. Hence, by giving you a clear understanding of your employees' needs and aspirations, career pathing can also make internal recruitment and succession planning much easier.
In this deck, you'll understand why you should prioritise career development for your team.
You'll also learn
• The benefits of career pathing to your team
• Four (4) proactive steps you can take to create an effective career pathing
• The crucial role of career pathing in your organisational success.
This document provides guidance on setting basic Key Performance Indicators (KPIs) for employees. It begins with an introduction of the author, Linda S. Wirawan, who has 20 years of experience in the banking industry. The document then discusses the importance of setting KPIs and outlines a 5-step process: 1) Review business goals and objectives, 2) Analyze current performance, 3) Set short-term and long-term KPI targets, 4) Review targets with your team, and 5) Review progress and readjust targets as needed. It emphasizes that KPIs should follow the S-M-A-R-T rule by being specific, measurable, achievable, relevant, and time
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
Development Career Planning Slides Nov 2009.Ppssleggett
The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.
Career Quest is a tool created by Progressive to help employees prepare for career development discussions. It contains resources to help users identify their interests, assess their skills, acquire new skills, and create individual development plans (IDPs). Users can access Career Quest through HR Express to find resume and interview tips, manager discussion guides, and competency assessments. Creating and regularly updating a career profile and IDP each year allows employees to reflect on accomplishments, set career goals, and receive feedback from managers. Taking proactive steps like promoting one's contributions and being visible can help employees gain more recognition.
LPA was struggling with employee retention and sought to improve satisfaction by developing a custom performance review application; an experience designer conducted employee interviews, identified issues with the current system like lack of communication, and led ideation workshops to design a solution focused on supporting natural conversation between employees and supervisors to address the core problem. User testing of a prototype revealed navigation and interface issues for further iteration to create an intuitive system that encourages completion of reviews together.
Charting out the Perfect Career Guidance for Business AdLhayneDF
The document provides career guidance for students studying business administration. It outlines the author's educational and professional background working in education, human resources, and business. It then poses a series of questions to guide career planning, including why the author chose business administration, their goals, plans to achieve goals, where they want to be in 5-10 years, and how they can contribute most to a company. The document emphasizes setting SMART goals, creating a career roadmap, finding connections between goals and jobs, and ensuring a company can help achieve long-term goals. It stresses the importance of skills like communication, emotional intelligence, and motivation for business leadership.
The document provides guidance on conducting effective employee performance appraisals by reframing them as opportunities for coaching and development, rather than criticism. It recommends starting with a discussion of company and employee visions to ensure goals are aligned. Performance should then be reviewed using coaching questions that focus on successes and resources needed rather than problems. SMART goals that are specific, measurable, attainable, relevant and time-bound should be set and reviewed monthly to provide accountability and ensure progress toward goals and visions. The overall approach transforms appraisals into positive experiences that enhance performance through ongoing coaching and partnership between managers and employees.
Organisations will easily lose high-quality talent if there are few career advancement opportunities available to them. According to a study, two out of three employees have considered leaving their jobs due to a lack of opportunities for skills development or career advancement.
As such, professional growth remains at the top of many employees' minds, and career pathing is a critical tool that you, as an employer, can use to facilitate that growth.
Providing them with clear-cut career development requires a commitment to clarifying pathways for growth. Hence, by giving you a clear understanding of your employees' needs and aspirations, career pathing can also make internal recruitment and succession planning much easier.
In this deck, you'll understand why you should prioritise career development for your team.
You'll also learn
• The benefits of career pathing to your team
• Four (4) proactive steps you can take to create an effective career pathing
• The crucial role of career pathing in your organisational success.
This document provides guidance on setting basic Key Performance Indicators (KPIs) for employees. It begins with an introduction of the author, Linda S. Wirawan, who has 20 years of experience in the banking industry. The document then discusses the importance of setting KPIs and outlines a 5-step process: 1) Review business goals and objectives, 2) Analyze current performance, 3) Set short-term and long-term KPI targets, 4) Review targets with your team, and 5) Review progress and readjust targets as needed. It emphasizes that KPIs should follow the S-M-A-R-T rule by being specific, measurable, achievable, relevant, and time
Training and development is required for each and every employee in the organization, in this lesson, we have thrown light on various techniques and tools to improve the skills of employees
Development Career Planning Slides Nov 2009.Ppssleggett
The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
The document provides guidance on using coaching skills to improve the performance appraisal process for both employees and supervisors. It recommends that supervisors:
1) Start by establishing a clear company and individual employee vision. Discuss goals that are specific, measurable, attainable, relevant and time-bound.
2) Conduct regular (e.g. monthly) check-ins to review progress towards goals rather than just annual reviews. Celebrate successes and identify resources needed.
3) Frame the process as developing success and excellence rather than focusing on problems. Use coaching questions to guide constructive discussions.
4) Create a partnership with employees and coach them towards achieving their goals and vision, in alignment with the company
This document provides an overview of development planning workshops, including why companies invest in employee development, what a development plan is, and tips for creating an effective plan. It stresses that development is a shared responsibility between employees and leaders, and should include on-the-job activities, self-directed learning, and training. Potential challenges like overreliance on training or procrastination can be overcome with strategies like focusing activities and periodically reviewing progress.
Performance appraisal comments by employeeluciacarter412
This document provides information about performance appraisal comments by employees, including tips, forms, and phrases. It discusses reframing performance appraisals to focus on employee vision and success. Key points include starting with the employee and company visions, using coaching questions to identify strengths and goals, creating measurable success plans with regular accountability meetings, and addressing poor performance through open communication while focusing on success. Various performance appraisal methods like ranking, rating scales, checklists, and critical incidents are also outlined.
Performance appraisal comments by employeekianramirez765
In this file, you can ref useful information about performance appraisal comments by employee such as performance appraisal comments by employee methods, performance appraisal comments by employee tips, performance appraisal comments by employee forms, performance appraisal comments by employee phrases … If you need more assistant for performance appraisal comments by employee, please leave your comment at the end of file.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses how HR can help rebuild employee morale during difficult economic times through effective change management. It recommends that HR assess workplace climate, improve communication, provide coaching and training, and implement recognition programs. These efforts in change management can lower turnover by increasing employee engagement when they feel respected, valued and appreciated at work.
Career planning in Global Human Resources ManagementAnjanaS27
Career planning is defined as systematically matching career goals and individual capabilities with opportunities for their fulfillment. It is an ongoing process that helps individuals develop skills for different career roles and strengthens work activities. Some key benefits are ensuring a constant supply of promotable employees, improving loyalty, encouraging growth, and reducing turnover. The main steps in career planning include self-analysis, researching career options and required skills, creating an action plan with small goals, and implementing the plan while tracking progress toward overall goals. Regular career planning sessions can help people be better prepared for future career and life opportunities.
This document discusses career development and employee retention. It describes how employers can support employee career needs through realistic jobs, career appraisals, and training. Career development improves engagement by showing employers care about careers. A comprehensive retention approach includes exit interviews, surveys, and stay interviews to understand reasons for turnover like lack of promotion, development, pay and work-life balance. Employers must decide on promotion criteria like seniority vs competence, and how to measure competence. Transfers can find better job fits.
Coaching and mentoring and giving feedback nov 2019Wrenwyck Williams
This workshop focuses on coaching employees to improve performance using a coaching model called GROW. GROW stands for goal setting, understanding current reality, exploring options, and wrapping up with a plan. The document defines coaching and mentoring, introduces the GROW model, and provides guidance on setting goals, examining employee realities, developing options, creating final plans, building trust, giving feedback, overcoming obstacles, recognizing success, and transitioning employees. It emphasizes relationship building and setting clear, measurable goals to guide the coaching process.
The document announces new career management courses available to employees through the Public Service Commission of Nova Scotia. It describes the career management cycle as a continuous process of self-development, goal-setting, and planning. The courses focus on each step of the cycle, including determining career goals, understanding personality and work style, getting 360-degree feedback, developing career plans, resume writing and interview skills. The goal is to provide tools and resources to help employees effectively manage their careers and advance their goals.
“You will never change your life until you change something you do daily”,
said by the popular televangelist Mike Murdock. Once you arrive at the
torturous decision of changing your career, do not waste more time
dwelling on the rationale behind this decision.
Get all your acts together and think of better ways of giving yourself a set of
career skills that can gear you up for a new life and a new career.
Beefing up your career skills is rather an essential step of achieving true
success. There are some secrets that will aid you in acquiring these skills.
Learning these secrets can be very beneficial indeed.
Once you have learned all these secrets, you are on your way to enjoying a
better career, a sense of stability and more money. All of the time, energy
and efforts in strengthening your career skills will be well worth the
investment.
By strengthening your career skills, you can become one of the potential
candidates that employers are looking for. Thus, it is important to pay attention to these secrets.
10 Tips to Overcome the Training Usage Dip | Webinar 01.08.15BizLibrary
How do you boost your learning program participation? In this webinar we’ll share ten marketing techniques to communicate the benefit of your training program and increase usage and adoption.
www.bizlibrary.com
The document discusses succession planning and coaching employees for success. It defines succession planning as the consistent coaching and mentoring of employees to help them achieve their professional goals and meet the agency's needs. It emphasizes that leadership involves seeing yourself as a coach who is constantly coaching employees and developing future leaders within the agency. This helps employees feel valued and invested in the agency's future success.
The document discusses career planning, including what a career is, the importance of career planning, who is responsible for career planning, and the career planning process. It notes that career planning is a lifelong process of self-assessment, exploring academic and career options, gaining relevant experience, and conducting a job search to achieve one's career goals. Effective career planning requires setting goals, developing action plans, periodic reviews, and support from both the individual and their organization.
This document provides an overview of a 1-day training module on the 4 core management skills required for effectively managing people. The 4 skills covered are coaching for performance management, effective delegation, leading with high emotional intelligence (EQ), and rewarding/recognizing and empowering employees. The training utilizes discussion, case studies, and activities to help participants improve their people management abilities. It aims to increase team morale, trust, performance, retention, and engagement through teaching managers how to apply these core skills.
The document discusses the role and services provided by the Aboriginal Centre of Excellence (ACE). ACE supports Aboriginal recruitment and retention in the public service. It provides expertise, research, and guidance to employers. ACE also focuses on employee development through orientation, onboarding, career development, and keeping employees motivated. The document outlines strategies for effective recruitment, including being prepared for interviews, and tips for new employees, such as requesting orientation packages and supports from managers and coworkers. It emphasizes the importance of ongoing learning, networking, and career growth opportunities.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
The document provides guidance on using coaching skills to improve the performance appraisal process for both employees and supervisors. It recommends that supervisors:
1) Start by establishing a clear company and individual employee vision. Discuss goals that are specific, measurable, attainable, relevant and time-bound.
2) Conduct regular (e.g. monthly) check-ins to review progress towards goals rather than just annual reviews. Celebrate successes and identify resources needed.
3) Frame the process as developing success and excellence rather than focusing on problems. Use coaching questions to guide constructive discussions.
4) Create a partnership with employees and coach them towards achieving their goals and vision, in alignment with the company
This document provides an overview of development planning workshops, including why companies invest in employee development, what a development plan is, and tips for creating an effective plan. It stresses that development is a shared responsibility between employees and leaders, and should include on-the-job activities, self-directed learning, and training. Potential challenges like overreliance on training or procrastination can be overcome with strategies like focusing activities and periodically reviewing progress.
Performance appraisal comments by employeeluciacarter412
This document provides information about performance appraisal comments by employees, including tips, forms, and phrases. It discusses reframing performance appraisals to focus on employee vision and success. Key points include starting with the employee and company visions, using coaching questions to identify strengths and goals, creating measurable success plans with regular accountability meetings, and addressing poor performance through open communication while focusing on success. Various performance appraisal methods like ranking, rating scales, checklists, and critical incidents are also outlined.
Performance appraisal comments by employeekianramirez765
In this file, you can ref useful information about performance appraisal comments by employee such as performance appraisal comments by employee methods, performance appraisal comments by employee tips, performance appraisal comments by employee forms, performance appraisal comments by employee phrases … If you need more assistant for performance appraisal comments by employee, please leave your comment at the end of file.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "The Appraisal Interview" and will show you how to prepare for and conduct a successful appraisal review session.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses how HR can help rebuild employee morale during difficult economic times through effective change management. It recommends that HR assess workplace climate, improve communication, provide coaching and training, and implement recognition programs. These efforts in change management can lower turnover by increasing employee engagement when they feel respected, valued and appreciated at work.
Career planning in Global Human Resources ManagementAnjanaS27
Career planning is defined as systematically matching career goals and individual capabilities with opportunities for their fulfillment. It is an ongoing process that helps individuals develop skills for different career roles and strengthens work activities. Some key benefits are ensuring a constant supply of promotable employees, improving loyalty, encouraging growth, and reducing turnover. The main steps in career planning include self-analysis, researching career options and required skills, creating an action plan with small goals, and implementing the plan while tracking progress toward overall goals. Regular career planning sessions can help people be better prepared for future career and life opportunities.
This document discusses career development and employee retention. It describes how employers can support employee career needs through realistic jobs, career appraisals, and training. Career development improves engagement by showing employers care about careers. A comprehensive retention approach includes exit interviews, surveys, and stay interviews to understand reasons for turnover like lack of promotion, development, pay and work-life balance. Employers must decide on promotion criteria like seniority vs competence, and how to measure competence. Transfers can find better job fits.
Coaching and mentoring and giving feedback nov 2019Wrenwyck Williams
This workshop focuses on coaching employees to improve performance using a coaching model called GROW. GROW stands for goal setting, understanding current reality, exploring options, and wrapping up with a plan. The document defines coaching and mentoring, introduces the GROW model, and provides guidance on setting goals, examining employee realities, developing options, creating final plans, building trust, giving feedback, overcoming obstacles, recognizing success, and transitioning employees. It emphasizes relationship building and setting clear, measurable goals to guide the coaching process.
The document announces new career management courses available to employees through the Public Service Commission of Nova Scotia. It describes the career management cycle as a continuous process of self-development, goal-setting, and planning. The courses focus on each step of the cycle, including determining career goals, understanding personality and work style, getting 360-degree feedback, developing career plans, resume writing and interview skills. The goal is to provide tools and resources to help employees effectively manage their careers and advance their goals.
“You will never change your life until you change something you do daily”,
said by the popular televangelist Mike Murdock. Once you arrive at the
torturous decision of changing your career, do not waste more time
dwelling on the rationale behind this decision.
Get all your acts together and think of better ways of giving yourself a set of
career skills that can gear you up for a new life and a new career.
Beefing up your career skills is rather an essential step of achieving true
success. There are some secrets that will aid you in acquiring these skills.
Learning these secrets can be very beneficial indeed.
Once you have learned all these secrets, you are on your way to enjoying a
better career, a sense of stability and more money. All of the time, energy
and efforts in strengthening your career skills will be well worth the
investment.
By strengthening your career skills, you can become one of the potential
candidates that employers are looking for. Thus, it is important to pay attention to these secrets.
10 Tips to Overcome the Training Usage Dip | Webinar 01.08.15BizLibrary
How do you boost your learning program participation? In this webinar we’ll share ten marketing techniques to communicate the benefit of your training program and increase usage and adoption.
www.bizlibrary.com
The document discusses succession planning and coaching employees for success. It defines succession planning as the consistent coaching and mentoring of employees to help them achieve their professional goals and meet the agency's needs. It emphasizes that leadership involves seeing yourself as a coach who is constantly coaching employees and developing future leaders within the agency. This helps employees feel valued and invested in the agency's future success.
The document discusses career planning, including what a career is, the importance of career planning, who is responsible for career planning, and the career planning process. It notes that career planning is a lifelong process of self-assessment, exploring academic and career options, gaining relevant experience, and conducting a job search to achieve one's career goals. Effective career planning requires setting goals, developing action plans, periodic reviews, and support from both the individual and their organization.
This document provides an overview of a 1-day training module on the 4 core management skills required for effectively managing people. The 4 skills covered are coaching for performance management, effective delegation, leading with high emotional intelligence (EQ), and rewarding/recognizing and empowering employees. The training utilizes discussion, case studies, and activities to help participants improve their people management abilities. It aims to increase team morale, trust, performance, retention, and engagement through teaching managers how to apply these core skills.
The document discusses the role and services provided by the Aboriginal Centre of Excellence (ACE). ACE supports Aboriginal recruitment and retention in the public service. It provides expertise, research, and guidance to employers. ACE also focuses on employee development through orientation, onboarding, career development, and keeping employees motivated. The document outlines strategies for effective recruitment, including being prepared for interviews, and tips for new employees, such as requesting orientation packages and supports from managers and coworkers. It emphasizes the importance of ongoing learning, networking, and career growth opportunities.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
3. UnderstandingYour Role In Achieving Success 4
l How You Contribute To Your Employees’ Career Planning 4
What’s In It ForYou? 5
The Career Planning Model ForThe BC Public Service 6
l The Importance Of Career Planning 6
l Understanding Our Model (Plan - Learn - Experience) 7
Getting Prepared 8
l Tips For Success 9
HowTo Facilitate Career Planning Discussions 10
l In The ‘Planning’ Stage 10
Tips For Success 11
Suggested Questions 12
l In The ‘Learning’ Stage 13
Tips For Success 13
Suggested Questions 13
l In The ‘Experience’ Stage 14
Tips For Success 15
Suggested Questions 15
GeneralTips For Success 16
l Tips For Being A Good Listener 16
l 10 Great Career Coaching Tips For Supervisors 17
Additional Resources 18
l Online Resources 18
l Suggested Reading 19
Conversation QuestionsTear-out Inside Back Cover
A ConversationGuide
FOR SUPERVISORS & MANAGERS
Helping Employees
With Their
Career Planning
4. UnderstandingYourRole
IN ACHIEVING SUCCESS
HowYou ContributeToYour Employees’Career Planning
As a supervisory manager, you play an important role in supporting your employees as they work through their career
planning. This does not mean that you have to be a career counsellor. Remember, it’s always the employee’s
responsibility to manage their own career.
Your role involves providing support and guidance where possible; and you can do so in many different ways, depending
on where your employee is at in their career planning process. It’s also important to remember that the Professional Values
of the BC Public Service are essential elements of a career path for all employees. Our shared values of Courage, Curiosity,
Teamwork, Accountability, Service and Passion are the defined behaviours of what we expect ourselves and each other to
demonstrate and apply, no matter what our career path is in the BC Public Service.
You can show your support by:
Being a Facilitator
n Assist your employee to assess their skills, interests, motivations and areas for improvements by referring to items noted
in their EPDP.
n Suggest tools to assist them in the process of self-assessment, including referring them to the assessment resources
located in the Career Planning Workbook.
Being a Source of Information and Referrals
n Share knowledge that is relevant to your employee’s career aspirations - perhaps even sharing your own story about your
career in the public service.
n Refer your employee to others within the public service, such as subject matter experts in a chosen field.
4
5. Being a Guide
n Give them input on how to work through obstacles that they may encounter.
n Clarify expectations about what you can do and what your employee must do for themselves.
Being a Motivator
n Provide objective positive feedback on your employee’s strengths.
n Recognize your employee’s achievements and celebrate successes.
Remember, you are not a career counsellor. It’s okay not to know what to do in all cases. If you need support, you can contact
your HR consultant. Quite often, all you need to do is listen. In fact, many employees simply need a sounding board or
someone who can point them in the right direction if they have a specific question or need more information.
What's In It For You
Research has shown that supporting employees in better managing their careers is a key factor in their level of engage-
ment. High levels of engagement are widely recognized as a key element in boosting overall productivity. Needless to say,
helping people to be more productive is the goal of all supervisors.
Helping your employees with their career planning helps you in many ways:
Clarity: Improving clarity on your role in career related discussions with your employees makes these meetings easier
to facilitate and much less stressful for you and your employees.
Time Saving: Having a structured process in place, including knowing which questions to ask your employees, saves you
much preparation time for career-related discussions with your employees.
Better Results: Having people that are more engaged increases the likelihood of success for your work unit (and for you).
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TheCareerPlanningModel
FORTHE BC PUBLIC SERVICE
The Importance of Career Planning in the BC Public Service
Helping our employees to grow and develop professionally greatly contributes to our goal of ‘Being the Best’. We believe
that career development is important. That’s why it’s such a fundamental element of our Corporate HR Plan, also
known as Being the Best 3.0, which states that the BC Public Service wants “to put more focus on requiring
every employee to have a strong career path so the BC Public Service can identify and develop
those with broad interests and potential.”
With the public service projected to shrink in size
due to a large number of people poised to retire in
less than a decade, we need to find ways to be a more
nimble organization. This will likely mean that
more employees will be working across
traditional ministry boundaries. We want
to help our employees in making that shift.
That’s why career development is
so important.
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Understanding Our Model
Our career planning model is rooted in the funda-
mental principle that career planning is
a very personal journey and, as such, it must be
driven by the employee. We believe that this
exploration is guided by three key
elements:
Plan: The employee begins to assess and
understand their interests, strengths and
weaknesses and charts a plan to advance
their career.
Learn: The employee begins to research
and discover what learning opportunities
exist to build and develop the skills they’ll
need to manage their career.
Experience:With your support, the employee examines
ways to develop their potential, including taking advantage of the opportunities that exist within
the BC Public Service.
To gain further insight on our model, it would be helpful for you to review the Career Planning Workbook
that’s been developed for all employees within the BC Public Service.
8. GettingPrepared
FOR SUCCESS
Having a career planning discussion is simply that: a discussion. Some may see this as a significant opportunity to
support an employee. Others might feel a little anxious about having a discussion related to another person’s future because
they think that as a supervisor, they might need to get personally involved. Remember, however, that this “journey”
belongs to the employee. Your role is to simply to provide support, coaching and guidance when you can.
Here is an overview of this three-stage process and your chief objective in each stage:
The employee begins to assess and understand their interests, strengths and weaknesses and charts a plan to advance their
career. Your objective: provide constructive feedback.
The employee begins to research and discover what learning opportunities exist to build and develop the skills they’ll need
to manage their career. Your objective: examine the employee’s learning needs. Determine what’s possible. Are their needs
appropriate to their goals and the work unit’s resources and requirements?
With your support, the employee examines ways to develop their potential, including taking advantage of the opportunities
that exist within the BC Public Service. Your objective: discuss potential opportunities and provide information and resources
to support your employee’s career planning.
lan
P
earn
L
xperience
E
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Tips for Success
To help you prepare for a career planning discussion, it’s important to remember a few simple tips:
1. Become familiar with the career planning process
n Review the Career Planning Workbook, located on @Your Service, to be aware of career paths and available
resources for employees.
2. Review your employee’s EPDP
n Our e.Performance tool has a section devoted to “career goals”. Review what your employee has noted in this
section to give you a sense as to what you might want to discuss with them.
3. Review the career information supplied by your employee
n One of the nice things about the public service’s Career Planning Workbook is that it allows the employee
to document their skills, abilities, experiences and career aspirations in one place.
n The workbook encourages employees to share this information with their supervisor. Let the employee
know that you would welcome the opportunity to review this information prior to
your meeting with them.
4. Think about your own journey
n Take the time to jot down some of the key experiences that you’ve gained
in your career.
n This will help you to empathize with your employee, as well as give
you some good reminders about the kinds of advice you can share.
10. HowToFacilitate
CAREER PLANNING DISCUSSIONS
Facilitating a Discussion with an Employee in the‘Planning’Stage
It’s important to note that for most employees, the planning stage will be the most important part of their career planning
journey. As you will see in the Career Planning Workbook, there are five Steps that the employee will need to take within
this stage; they are:
Step 1
Determining their strengths
Step 2
Getting input from you, as their supervisor
Step 3
Networking with others to find additional information
Step 4
Thinking about potential career paths
Step 5
Assembling their plan and entering it into their EPDP
Given the importance of this stage, it will likely take your employee a significant amount of time to complete. As such, it’s
important to make the employee aware that you’ll be willing to chat with them after any of these steps. Remember, while
you are not a career counsellor, these types of conversations are part of your role as a supervisor and shouldn’t significantly
add to your workload. Quite often, the employee will simply want to “bounce something off you” or get your perspective on
something that they’ve encountered along the way.
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11. As stated previously, one of the key steps in the planning stage is to have the employee get input from you. Within their
workbook, they’re provided with a list of sample questions that they can ask in their meeting(s) with you. These questions are:
n What would you say are my key strengths?
n What skills should I build on?
n Which items from my previous EPDPs should I consider in examining my potential career paths?
n Are there any developmental opportunities that you think would be helpful for me?
n What would you suggest as a potential career path?
n Who else should I speak to that could help me in this process?
To make this discussion flow more smoothly, it would be helpful for you to give some thought to your answers
to these questions, prior to your meeting with your employee.
Tips for Success
n Allow the employee the freedom to explore options; make them feel comfortable at the start of the meeting by having
them express their goals for the discussion.
n Don’t judge. Remember, different people will have different career aspirations; let them explore theirs.
n Give suggestions and recommendations and, if possible, link them with any available resources to support their
identified career goals.
n Our e.Performance tool provides a place to document your employee’s short and long term career goals, activities
and timelines. Ensure that these items are captured there.
n Make sure you follow-up on the goals and activities identified - this will show that you “walk the talk” in supporting
your employees’ career planning. This models our corporate value of ‘accountability’ and helps build trust in your
relationship with your employees.
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12. Suggested questions to help you facilitate conversations in the Planning Stage
1. Do you have time to chat about your career plan? If the answer is no, respect that response
but schedule time to have a discussion.
2. What are you short-term career goals?
3. Think about what you have to accomplish over the next year to reach your goal, what do you feel you need
from me to help support you through this process?
4. What are your long-term career goals?
5. How do these long term career goals fit in with your career plan?
6. How can I help you further?
7. What projects or tasks have you done that you’re proud of?
8. Tell me about a time you’ve felt really good about a day at work? What happened that day?
9. What career path have you identified? What specific job role within this path are you most interested in
pursuing at this time?
10. What are some of the knowledge, skills and behavioural based successes that you think are most important
in achieving your work goals?
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13. Facilitating a Discussion with an Employee in the ‘Learning’ Stage
One of the best ways for your employees to advance their career is to build on their existing knowledge and skills and/or to
develop new skill-sets. Doing so will help them feel more confident and better prepared to deal with a fast changing work-
place—which can only help make your life easier as their supervisor/manager!
As you will see in the Career Planning Workbook, there are three steps that the employee will need to take in the learning
stage of their career planning process; they are: 1. Identify one or two areas they’d most like to develop. 2. Identify activi-
ties that address the need. 3. Set realistic timelines. Once again, in this stage, employees are encouraged to have a
conversation with you to get some input.
Tips for Success
n Refer the employee to the many learning options and resources that exist within the BC Public Service, as identified
in the Career Planning Workbook.
n Ensure that any identified skills, related learning activities and realistic timelines are incorporated into the
employee’s EPDP.
n Remind the employee to be flexible and to modify the plan when needed, remembering to encourage them to keep
sight of their goals.
n Review their growth and accomplishments and above all recognize their successes.
Suggested questions to help you facilitate conversations in the Learning Stage:
1. Which one or two areas do you think you’d like to/need to develop? Why these?
2. What type of development do you feel you need: Knowledge-based, skills-based, or experience-based?
3. Which organizational learning resources have you researched? Which ones seem most interesting to you? Why?
4. Have you given some thought to assessing your learning style?
5. What can I do to support your learning needs?
6. What have been some of the key things you learned since we last had a discussion?
7. What are your timelines for completion? Do you feel they are realistic?
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14. Facilitating a Discussion with an Employee in the‘Experience’Stage
By this point in their journey, your employee will have assessed their particular skills, abilities
and strengths, as well as determined the skill areas that they
need to develop in order to advance their career. They will
have identified potential learning opportunities to
address these developmental needs and have
acted on them.
Given all this work, the first thing that needs
to happen in this particular conversation is to
congratulate them on these accomplish-
ments. They have taken control of their
career and now they’re looking for oppor-
tunities to apply their new skills in the
“real-world” so that they can decide
which career path within the public
service will be most rewarding.
The diagram to the right identifies many
different ways in which an employee can
develop their potential within the BC
Public Service. A brief description of each
can be found in the Career Planning
Workbook.
Taking advantage of such experiential opportunities
will allow the employee to be ready for new
opportunities when they develop.
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Tips for Success
n Ensure relevant resources and information to support development are provided to the employee as they are available.
n Link the employee to available resources.
n Encourage employees to be flexible in relation to their plan but to keep their end goal in mind; remind them that
progress sometimes requires taking one step back in order to take two steps forward.
n Check for alignment with strategic business objectives.
n Give constructive feedback and discuss / explore alternatives.
n Keep an active interest in their progress.
n Recognize their achievements.
Suggested questions to help you facilitate conversations in the Experience Stage
1. Can you tell me which self-development activities that you feel would be most beneficial to obtaining
your career goals?
2. What can I do to help you get started?
3. Can you think of how the two of us might create a new experience or project that would fulfill
some of the same values and interests for you?
4. How might we find other things you could do to help you fulfill the interests, and successful
behavioural attributes we just talked about?
5. What other activities would you would like to be engaged in that would align with your interests?
6. What projects, committees, responsibilities might there be that would allow you to pursue
your passions?
7. Are there any new skills, abilities or areas of knowledge you will need in this
project/activity that you have selected?
16. GeneralTips
FOR SUCCESS
Tips for Being a Good Listener
CreateThe Setting For Effective Listening
n Show your employee that you’re genuinely interested in what they have to say by limiting or avoiding potential
distractions (e.g., mute your phone, close your office door, etc.).
ShowYou’re ListeningThroughYour Body Language
n Most people will notice your “body language” to determine whether or not you’re truly listening. Effective body language
includes:
l Making eye contact
l Nodding your head occasionally as a sign that your following their train of thought
l Varying your facial expression during the conversation
l Leaning slightly toward the person to indicate your interest and concentration
l Smiling appropriately
Use Effective“Verbal”Listening Skills
n You can also show you’re listening by what you say; for instance:
l Ask for clarification (“what did you mean a moment ago when you said…”)
l Summarize what the employee has said (“so what I’ve heard you say is…” and then repeat the employee’s
key points or messages)
n Suspend evaluation and tendency to jump to problem-solving
l Many supervisory managers are “task-oriented” which is usually very good because it’s how things gets accomplished.
l However, most employees going through a career planning process are usually intent on finding their own
solutions–they just need you to listen as they talk through their plans
Check out other supervisory tips and resources provided by the BC Public Service.
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17. Ten Great Career Coaching Tips for Supervisors
1. Actively seek out opportunities to have a career discussion with your employees.
2. Use non-judgemental language when giving feedback.
3. Encourage your employees to take control of their career planning.
4. Recognize accomplishments with a particular focus on behaviours that demonstrate our corporate values.
5. Identify options for your employee’s career growth and development and help them develop specific objectives
and plans to meet their goals.
6. Give action-oriented feedback–i.e., suggest specific actions they can take to improve their performance
toward achieving their career goals.
7. Support, motivate and encourage your employee to get involved in various activities
that will support their growth and development.
8. Practice active listening; show you are listening through your body language
and reflect back verbally what your employee has told you to show them
that you understand.
9. Share your own career experiences.
10. Provide information about the organization and the career paths
available within the BC Public Service–help them understand
where we are heading and our strategic priorities.
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18. Additional Resources
Online Resources
n Career Developer-BCCAT This career planning site has resources for self awareness and assessment development
and covers virtually all topics in the field of career and educational planning.
n Ministry of Advanced Education and Labour Market Development This website provides useful information
and resources on the BC labour market and career planning projections and tools.
n Achieve BC – Job Profiles This site provides job profile listing by type of work.
n Work Infonet Provides information and resources to help employees make career decisions.
n Provincial Government Jobs
n Service BC - Knowledge Centre Library resources and articles on change and resiliency, business and social networking,
and career planning.
n Education and Training Resources
n Making Career Sense of Labour Market Information The Canadian Career Development Foundation offers this online
guide to researching labour market information for making career decisions.
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Suggested Reading
n Chapman, Elwood N. (2003): New Supervisor: Stepping up with confidence. Boston, Mass: Thomson
Course Technology.
n Charney, Cy (2006): Leader’s toolkit: hundreds of tips and techniques for developing the skills you need.
New York: AMACON.
n Denny, Richard (2005): Communicate to Win. London UK:-Kogani, Page.
n George, Kim (2006): Coaching into greatness: 4 steps to success in business and life. Hoboken, N.J.: John Wiley
&Sons.
n Lombardo, Michel M (1996): For your improvement: a development and coaching guide for learners, supervisors,
manager, mentors, and feedback givers. Minneapolis, Minn: Lominger.
n Maggio, Rosalie (2005): Art of talking to anyone: Essential people skills for success in any situation. New York:
McGraw Hill.
n Marlen Westwood Training (1997): Career Coaching Skills (DVD). Mississauga, Ontario: Merlin.
n Nigro, Nicholas (2003): Everything coaching and mentoring book! How to increase productivity, foster talent, and
encourage success. Avan, Mass: Adams Media Corporation.
n Owen-Stewart Performance Resource In (2000): When the coach is you: Skills for helping others learn what you
already know. Port Reny, Ontario: Owen-Stewart Performance Resources.
21. Suggested questions to help you facilitate conversations in the Planning Stage
1. Do you have time to chat about your Career Plan? If the answer is no, respect that response but schedule
time to have a discussion.
2. What are you short-term career goals?
3. Think about what you have to accomplish over the next year to reach your goal, what do you feel you
need from me to help support you through this process?
4. What are your long-term career goals?
5. How do these long term career goals fit in with your Career Plan?
6. How can I help you further?
7. What projects or tasks have you done that you’re proud of?
8. Tell me about a time you’ve felt really good about a day at work? What happened that day?
9. What Career Path have you identified? What specific job role within this path are you most interested
in pursuing at this time?
10.What are some of the knowledge, skills and behavioural based successes that you think are most
important in achieving your work goals?
Suggested questions to help you facilitate conversations in the Learning Stage
1. Which one or two areas do you think you’d like to/need to develop? Why these?
2. What type of development do you feel you need: Knowledge-based, skills-based, or experience-based?
3. Which organizational learning resources have you researched? Which ones seem most interesting
to you? Why?
4. Have you given some thought to assessing your learning style?
5. What can I do to support your learning needs?
6. What have been some of the key things you learned since we last had a discussion?
7. What are your timelines for completion? Do you feel they are realistic?
A ConversationGuide
FOR SUPERVISORS & MANAGERS
Being the Best
22. Suggested questions to help you facilitate conversations in the Experience Stage
1. Can you tell me which self-development activities that you feel would be most beneficial
to obtaining your career goals?
2. What can I do to help you get started?
3. Can you think of how the two of us might create a new experience or project that would fulfill some
of the same values and interests for you?
4. How might we find other things you could do to help you fulfil the interests, and successful behavioural
attributes we just talked about?
5. What other activities would you would like to be engaged in that would align with your interests?
6. What projects, committees, responsibilities might there be that would allow you to pursue
your passions?
7. Are there any new skills, abilities or areas of knowledge you will need in this project/activity
that you have selected?
Being the Best