Casapresentation
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- California state government employs over 80,000 people, with 35% eligible to retire within 5 years, including 49% of managers and 75% of top leadership. - The current HR system has many separate job classifications, a confusing application process, and hiring that takes too long. - The proposed HR modernization plan aims to streamline recruitment and hiring from 6 weeks to 3 years down to 3 to 60 days by moving to an automated, integrated, online, and competency-based system. - The first occupational group model rollout will be in 2009 with full implementation by 2014.
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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.
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- It outlines challenges with the current HR system, which has many job classifications, a confusing application process, and slow hiring.
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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.
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Week3Task Statements Human Resource ReceptionistStudent Name.docx
Week3
Task Statements: Human Resource Receptionist
Student Name
Rocio Franz
What action is being performed (verb)
To whom/what is the action directed (receiver of the verb)
How is the action performed (procedure, tools, equipment)
Why is action performed (purpose)
Distribute mail
Incoming mail
Receive delivery from Mail room |
Distribute mail to the appropriate employees |
Schedule appointments
Schedule appointments for HR director
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Schedule meeting for HR Director with employees or other contacts.
Corresponding
Incoming inquires
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Initiate responses to incoming inquiries
Answer Phones
Incoming calls
Switchboard
Forward to appropriate employee
Greeting|
Incoming clients/employees
Front desk
To insure hospitality at the front desk.
Filing
Employee files and incoming correspondence
Files/filing system
The ability to file and retrieve files as needed in current filing system
Task Statements
1
Receive and distribute incoming mail to the appropriate employees
2
Schedule appointments for employees and new hires
3
Correspond with the income inquires
4
Answering the phones and directing calls to the appropriate employee
5
Receive incoming person with hospitality |
6
File personal files and incoming correspondence
7
8
KSA Statements: Human Resource Receptionist
Student Name
Rocio Franz
Task Statement
(copy/paste all task statements here)
Knowledge
(cognitive skill)
Skill
(learned)
Ability
(competence)
1
Distribute mail to appropriate employee
Knowledge of personal and departments
One year experience typing
Ability to read proficiency
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Schedule appointments
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Corresponding 1 – 3years
Proficient in word and excel
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5
6
7
8
KSA Statements
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Good reading, typing skills.
2
Organization and ability to schedule appointments
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6
7
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Description
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Responsible To:
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Qualifications
1. High School diploma or equivalent.
2. Experience as a secretary and receptionist.
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The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
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Week3Task Statements Human Resource ReceptionistStudent Name.docx
Week3
Task Statements: Human Resource Receptionist
Student Name
Rocio Franz
What action is being performed (verb)
To whom/what is the action directed (receiver of the verb)
How is the action performed (procedure, tools, equipment)
Why is action performed (purpose)
Distribute mail
Incoming mail
Receive delivery from Mail room |
Distribute mail to the appropriate employees |
Schedule appointments
Schedule appointments for HR director
| Schedule appointments in outlook
Schedule meeting for HR Director with employees or other contacts.
Corresponding
Incoming inquires
| Use of word and excel
Initiate responses to incoming inquiries
Answer Phones
Incoming calls
Switchboard
Forward to appropriate employee
Greeting|
Incoming clients/employees
Front desk
To insure hospitality at the front desk.
Filing
Employee files and incoming correspondence
Files/filing system
The ability to file and retrieve files as needed in current filing system
Task Statements
1
Receive and distribute incoming mail to the appropriate employees
2
Schedule appointments for employees and new hires
3
Correspond with the income inquires
4
Answering the phones and directing calls to the appropriate employee
5
Receive incoming person with hospitality |
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File personal files and incoming correspondence
7
8
KSA Statements: Human Resource Receptionist
Student Name
Rocio Franz
Task Statement
(copy/paste all task statements here)
Knowledge
(cognitive skill)
Skill
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Ability
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1
Distribute mail to appropriate employee
Knowledge of personal and departments
One year experience typing
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2
Schedule appointments
Knowledge of calendar and outlook
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8
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Description
In the department of Human resources The administrative Receptionist provides office and clerical support to assist with the efficient operation of the department of human resources. To accomplish these tasks, the administrative executive receptionist works closely with the staff and duties of human resources.
Responsible To:
Business Manager, Assistant the HR director calendar and other duties assigned.
Qualifications
1. High School diploma or equivalent.
2. Experience as a secretary and receptionist.
3. Demonstrated typing and filing skills.
4. Experience in using various computers and computer programs. Excel, outlook, word, etc.
Essential Functions:
1. Provide office and clerical support to assist with the efficient operation of HR department .
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New Hire Momentum
A recent study by the Human Capital Institute (HCI) shows most employers are missing an important opportunity to capitalize on the energy and enthusiasm new hires bring to their organizations through effective onboarding. In fact, nearly a quarter of organizations surveyed said they have no onboarding strategy or process at all.[1]
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Why onboarding is a critical component for employee engagement and new hire retention
The elements of effective onboarding programs and their organizational outcomes
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How to delegate tasks cross-functionally to ease burdens on managers and smaller teams
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This document provides information on several upcoming workplace training courses and programs offered by Cal State San Marcos Extended Learning in January and February. Courses include an overview of the human resources role, recruiting and retaining top talent, PHR/SPHR certification review, and a program for new managers and supervisors. Registration information is provided for each course.
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This document discusses the recruitment and selection process as well as training methods. It outlines the internal and external sources of recruitment and their merits and demerits. The selection process involves screening applicants through various steps like application, tests, and interviews to select the best candidate. Training is defined as a process to improve employee skills and knowledge through methods like on-the-job training, classroom training, and apprenticeships.
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The document provides an overview of HR management training topics including HR planning, recruitment, selection, training and development, performance management, and career management. It then discusses several HR processes in more detail, including manpower planning, recruitment sources and techniques, selection tests and their advantages/disadvantages, training need analysis, and evaluating training effectiveness.
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The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
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.
Micki Callahan - HR Director San Francisco City/County
The city and county of San Francisco has over 28,000 employees across more than 60 departments providing services in areas such as public protection, transportation, healthcare, culture, and administration. Workforce planning reports from 2003, 2006, and 2007 analyzed trends in the city's workforce and management positions, and highlighted succession planning issues. The documents discuss tools to assist with workforce and succession planning, including knowledge management and training. It provides an example of implementation by the police department using strategies such as continuous testing, internships, lateral transfers, and retention bonuses. Lessons learned include the need for leadership in workforce planning, flexibility for different department needs, and finding budget-friendly solutions.
WFP Conference General Session - Strazzo Award
Mike Strazzo received a lifetime achievement award at the State of California Workforce Planning Conference on November 5, 2008. The conference was held at Mike's Infamous Onion restaurant. Mike Strazzo was honored for his contributions to workforce planning.
Change Management
This document provides guidance for managers and supervisors on managing organizational change. It discusses the difference between change and transition, the typical phases of transition, reasons why employees may resist change, and strategies for addressing common reactions to change like disengagement, disidentification, disenchantment, and disorientation. Key recommendations include communicating vision, providing support and learning opportunities, addressing employee fears and concerns, and acknowledging different reactions to help people adapt to changes.
Tools for Generation Next
The document discusses different generations and tools for engaging Generation Y or Millennials. It outlines the key characteristics of Traditionalists, Baby Boomers, Generation X, and Generation Y. Generation Y values diversity, change, and wants work to be meaningful. The document then discusses how Web 2.0 tools like social networking, collaboration, and mass participation platforms can help engage Generation Y, who are digital natives accustomed to connecting and multitasking online. These new tools are reshaping how people work and think by enabling more collaboration.
Victoria Bradshaw Presentation
This document summarizes projected job openings for several in-demand occupations in California between 2004 and 2014. It provides data on estimated employment and projected growth in the private sector, state government, and federal/local government. Example occupations discussed include computer systems analysts, network systems/data communication analysts, civil engineers, environmental engineers, registered nurses, and pharmacists. For each, it lists the estimated employment in 2004 and projected employment in 2014, as well as projected total job openings from new jobs and replacements over that period.
First Steps Presentation
The document discusses force field analysis for effective workforce planning. It provides examples of restraining and compelling forces that can respectively impede or facilitate workforce planning. Restraining forces include other projects occurring at the same time and budget constraints, while compelling forces include the potential retirement of 30% of the workforce within 5 years and the need for additional resources for a new initiative. The document encourages identifying relevant restraining and compelling forces at the beginning of workforce planning to leverage supportive forces and mitigate obstacles.
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.
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You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
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Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
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and water managers, and urban planners, are interested in obtaining data on land use and cover
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Casapresentation
- 1. CASA Presentation June 17, 2008 HR Modernization The Right People in The Right Jobs
- 2. California State Government One of the largest employers in the U.S.
- 3. The State’s Aging Workforce
- 9. Job Applicant Recruitment/Hiring - Future What How Timeframe 1. Identify general occupation On-line 1-2 hours 2. File application On-line 1-3 hours 3. System match apps to openings On-line Immediate 4. Competitive Test with results On-line or Immediate In-person 1-30 days 5. Hiring Interview/Bkgrd Check In-person 1-30 days 6. Job Offer Telephone/In-person Immediate Total Time To Get a Position = 3 - 60 days
- 12. The Grid 12 11 10 9 ADVANCED 8 7 6 5 JOURNEY 4 3 2 1 ENTRY Continuing Education (Not Permanent) Breadth of Experience Compe- tencies e.g. expert scientist Job Related Training Certificates Licenses E&Es MQs, Class Concept, Time in Grade F E D C B A
- 17. Questions? Thank you, Dave Gilb Mary Fernandez DPA SPB