Career Mentoring - SCIF Presentation
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The document outlines a career mentoring program for a state workforce. It discusses the need for such a program to facilitate knowledge transfer, leadership development, and workforce planning. The benefits of the program include developing potential leaders, increasing retention, improving job performance, and providing career opportunities. The program requires mentors and mentees to be state employees in good standing who commit to meeting for 1.5 hours monthly for one year. Resources are provided to help coordinate the program.
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The document outlines the agenda and materials for a "Train the Trainer" workshop. The workshop will cover principles of training, how to conduct classroom presentations, instructional methods, developing lesson plans, and evaluating training. It provides an in-depth look at how to identify training needs, establish objectives, develop lesson plans, conduct training sessions, and evaluate programs. Key aspects of effective instruction such as preparing, engaging learners, and checking for understanding are also addressed.
Riverina APs epac
This document discusses managing employee performance and conduct in NSW public schools. It outlines the roles of different teams in addressing staff efficiency and conduct issues. Examples of conduct that may require disciplinary action are provided. Standards for teacher and executive performance are described. The document also details processes for informal support and formal improvement programs to address performance issues.
Training Functions, Training Needs Assessment, Action Research, Organizationa...
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Building a Successful Mentoring Program: Orientation and Training
Orientation and Training
This presentation focuses on the essential elements of a comprehensive orientation plan for mentors, mentees, and parents/guardians. Also, we will explore what should be included in the mentor training process, and the importance of these sessions to the success and duration of a match.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The recorded version of this webinar is available at: https://www2.gotomeeting.com/register/721534419
2015 Fact Sheet MP
The Yosemite Mentoring Program offers NPS employees at Yosemite National Park opportunities to grow professionally through a formal 1-year mentoring relationship. The program pairs mentees with mentors to help mentees meet career and personal goals. Mentees and mentors will meet for at least two hours monthly and participate in workshops. Benefits include increased performance, retention, confidence, and knowledge sharing for both mentees and mentors. To apply, NPS employees submit an application by September 9, 2015 describing their goals and including a supervisor recommendation.
Competency-based Learning: A Practical Process and Living Case Study
Presentation for Canadian Society for Training and Development CSTD 2014 Conference. Tom Gram (Global Knowledge) and Lawrence Stevenson (IT Source, Workforce Optimization, Ontario Public Service)
Mldp coaching workshop
The document outlines the expectations and responsibilities of coaches in the Middle Leadership Development Programme (MLDP). The key aims of the MLDP are to develop effective middle leaders to improve teaching quality and raise student achievement. Coaches are expected to support participants through each stage of the programme by meeting regularly, reviewing progress on leadership challenges, and using coaching skills like active listening and questioning to facilitate reflection. Coaches will receive ongoing support and training from the MLDP organizers to best support their participants' leadership development goals.
Introduction to mentoring
sUseful for those who are interested in mentoring - academic and organization. Both mentors and mentees can benefit. Happy Mentoring:)
Training Strategy Ppt
The document outlines a strategic plan for transforming a company's training department. It discusses shifting from a traditional training function focused on hours and people trained, to a more strategic role of facilitating organizational development, building high-performance teams, and cultivating world-class customer care. Specific initiatives proposed include implementing e-learning, knowledge sharing platforms, and transforming the training department itself into self-managed teams in order to better achieve the company's goals.
Training Strategy ppt
The document outlines a strategic plan for transforming a company's training department. It discusses shifting from a traditional training function focused on hours and people trained, to a more strategic role of facilitating organizational development, building high-performance teams, and cultivating world-class customer care. Specific initiatives proposed include implementing e-learning modules, knowledge sharing platforms, and transforming the training team into a self-managed one with expanded facilitation and consulting skills.
Training Strategy Ppt 23046
The document outlines a strategic plan for transforming a company's training department. It discusses shifting from a traditional training function focused on hours and people trained, to a more strategic role of facilitating organizational development, building high-performance teams, and cultivating world-class customer care. Specific initiatives proposed include implementing e-learning modules, developing expertise in areas like change management and knowledge sharing, and empowering employees through self-managed work teams. The plan aims to make training more directly linked to business goals and operational excellence.
Training Evaluation
The document discusses management and evaluation of training programs. It outlines the importance of training to meet organizational objectives and support change management. It also describes planning an in-house training program which includes conducting a training needs analysis, designing the program, budgeting, marketing, preparing the training materials and venue, implementing the training, and evaluating the training impact, transfer of skills, and return on investment. Evaluation should have a clear purpose, be objective, tailored to needs, and measure reaction, learning, performance, and results.
Cross training program
The document describes a job shadowing program that allows employees to interact with more experienced professionals, receive feedback and support, and gain a broader perspective of the organization. The program benefits both protรฉgรฉs through skills development and mentors through leadership development. It is intended to increase employee engagement, reduce turnover, and help with succession planning.
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Competency Based Selection Presentation
The document discusses competency-based selection for workforce planning. It defines technical and personal/interpersonal competencies and how they are measured through job analysis, examinations, interviews, reference checks, and probation periods. The objectives are to streamline organizations, improve workforce planning, better match jobs to people, and reduce turnover through selecting candidates based on competencies rather than just qualifications.
Competency Overview Presentation
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
San Francisco Presentation/Handouts
The document summarizes workforce analysis data and planning models for the City and County of San Francisco. It provides demographic data on the city's workforce such as average age (47.1 years), tenure (12.9 years), and turnover rate (7%). Charts show the percentage of employees eligible for retirement in the next 3-5 years across departments. Generational breakdowns indicate Baby Boomers comprise nearly half the workforce but their numbers are declining. Contact information is provided for the city's Workforce Development Division.
Workforce Analysis Presentation
This workshop provided an overview of conducting a workforce analysis in 3 steps:
1) Developing a current and future workforce profile by understanding workforce composition, goals, and projections
2) Conducting a gap analysis by comparing current and future workforce data to identify gaps and surpluses
3) Developing recommended strategies to address gaps through an action plan considering critical concerns, available resources, and time constraints.
Data Collection Presentation
The document outlines a workshop on workforce analysis and planning. It discusses identifying and collecting workforce data, developing current and future workforce profiles, conducting gap analyses to identify differences between current and future needs, and developing solutions, strategies, and implementation plans. The agenda includes developing workforce profiles using tools like tables, charts, and spreadsheets to analyze and display key workforce metrics and trends.
Workforce Planning Overview Workshop Presentation
The document provides an overview of workforce planning and succession planning. It discusses the importance of strategic planning and management buy-in for workforce planning. It also covers analyzing current and future workforce needs, identifying skills gaps, and developing solutions such as training, recruitment, and retention strategies. The document outlines the workforce planning process and provides examples of state workforce planning models and resources for assistance.
SHRM Presentation
The document discusses California's aging state workforce and the need to recruit and retain new generations of employees. It notes that within 5 years, 35% of the current workforce will be eligible to leave. Younger generations have different needs and preferences that must be taken into account. The state's current HR system has problems and a new competency-based system called HR Modernization is being implemented between 2009-2014 to address these issues through improved classification, compensation, recruitment, selection, training and workforce planning. Departments must be prepared for the new generations by embracing technology, flexibility, training and feedback to attract and keep younger workers.
Data Analysis DGS
The document outlines Deborah Vaughn's responsibilities in conducting workforce data analysis for the Department of General Services. It details the steps to analyze workforce ages and project retirements, including obtaining organizational structure data, workforce classifications, CalPERS retirement criteria, and conducting analysis twice annually. Charts are provided as examples showing breakdowns of current workforce age and projected retirements over five fiscal years.
FTB\'s Workforce Planning Effort
The document summarizes the FTB's workforce planning efforts, including developing a workforce planning guide and training course to help divisions plan for upcoming retirements. Projections showed 22-56% of rank and file employees and 31-72% of managers would retire within 5-15 years, with average employee ages being 45-49 and average years of service being 13-21. The guide outlines a 10 step workforce planning process and the training applies the principles through examples. Other tools include data requests and an intranet page, while divisions are now evaluating priorities by June 2008.
Workforce Planning - A Process
The document outlines a 7-step workforce planning process:
1. Review the strategic plan to provide context and scope for workforce planning.
2. Identify the functions needed to achieve strategic goals within the chosen scope.
3. Identify the staffing requirements and competencies needed to perform each function.
4. Project the future workforce supply after accounting for expected attrition.
5. Analyze gaps between staffing requirements and projected supply.
6. Develop priorities, solutions, and implement the best solutions to address gaps.
7. Continuously evaluate and adjust the plan to address new issues.
ACSS Spresentation
- The document discusses California state government's aging workforce, with 35% of current employees eligible to leave within 5 years, including 49% of managers and 75% of top leadership.
- It outlines challenges with the current HR system, which has many job classifications, a confusing application process, and slow hiring.
- HR modernization is presented as the solution, moving to an automated, integrated, competency-based system to address these issues and prepare for a new generation of employees who expect flexibility, training, and work-life balance. The first rollout will begin in 2009 with full implementation by 2014.
Perata-Ashburn WFP Conference
The document summarizes a workforce management conference held by the California State Legislature to address issues facing the state government as the largest employer in the U.S. It notes that 35% of the current workforce will be eligible to leave within 5 years, posing major problems. Some of the current human resource systems are outdated and not aligned with business needs. The conference highlighted proposed solutions like an HR modernization project and increasing workforce planning efforts. It emphasized preparing for the incoming generation of workers by improving technology, flexibility, training, and work-life balance.
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[To download this presentation, visit:
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