Chelsie Trammell has over 10 years of experience in financial services and accounting. She has held positions as a financial advisor, tax and financial services representative, and office manager. In these roles, she conducted patient financial consultations, maintained financial profiles and coordinated with insurance companies. She also achieved lowering loan delinquency rates and maintained excellent customer service and collections skills. Currently, Chelsie is pursuing her Bachelor of Accounting degree through online courses at American Intercontinental University while having attended Enterprise State Community College for her Associates in Finance.
Constance Jones has over 18 years of experience in post-secondary education, including positions as Director of Default Prevention, Manager of Financial Aid, and Director of Financial Aid. She has a strong background in strategic planning, operations management, budgeting, and ensuring compliance. Jones is currently pursuing an MBA and is skilled in areas such as student satisfaction, staff development, and organizational effectiveness.
Not sure where to start with your internship search?
Do you feel like you're at a standstill and unsure about the next steps in your search?
Then join Career Services in this informational workshop and learn about:
The importance of internships
▪ Eligibility requirements
▪ Process for getting registered with Career Services
▪ Importance of resume and interview preparation
▪ Searching for an internship
Beamonte Investments is a private investment firm founded in 2000 that provides financial advisory services and has executed over $5 billion in private equity investments and structured lending transactions. The fall internship aims to provide participants with an overview of the Investment Banking and Private Equity divisions and their clients. Students studying accounting, commerce, finance, economics, business, law, mathematics, physics, engineering or technology are encouraged to apply.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
Intern Department Orientation (I DO TMS)Justin Miller
I DO TMS serves as a recommended solution to a hiccup that interns viewed in the agency's on-boarding process. This process would demonstrate how each department interacts with the next as seen through the lens of a project's lifecycle. The increased understanding of department roles would yield a well-rounded intern and lend them comprehensive knowledge of agency work flow.
Chelsie Trammell has over 10 years of experience in financial services and accounting. She has held positions as a financial advisor, tax and financial services representative, and office manager. In these roles, she conducted patient financial consultations, maintained financial profiles and coordinated with insurance companies. She also achieved lowering loan delinquency rates and maintained excellent customer service and collections skills. Currently, Chelsie is pursuing her Bachelor of Accounting degree through online courses at American Intercontinental University while having attended Enterprise State Community College for her Associates in Finance.
Constance Jones has over 18 years of experience in post-secondary education, including positions as Director of Default Prevention, Manager of Financial Aid, and Director of Financial Aid. She has a strong background in strategic planning, operations management, budgeting, and ensuring compliance. Jones is currently pursuing an MBA and is skilled in areas such as student satisfaction, staff development, and organizational effectiveness.
Not sure where to start with your internship search?
Do you feel like you're at a standstill and unsure about the next steps in your search?
Then join Career Services in this informational workshop and learn about:
The importance of internships
▪ Eligibility requirements
▪ Process for getting registered with Career Services
▪ Importance of resume and interview preparation
▪ Searching for an internship
Beamonte Investments is a private investment firm founded in 2000 that provides financial advisory services and has executed over $5 billion in private equity investments and structured lending transactions. The fall internship aims to provide participants with an overview of the Investment Banking and Private Equity divisions and their clients. Students studying accounting, commerce, finance, economics, business, law, mathematics, physics, engineering or technology are encouraged to apply.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
Intern Department Orientation (I DO TMS)Justin Miller
I DO TMS serves as a recommended solution to a hiccup that interns viewed in the agency's on-boarding process. This process would demonstrate how each department interacts with the next as seen through the lens of a project's lifecycle. The increased understanding of department roles would yield a well-rounded intern and lend them comprehensive knowledge of agency work flow.
Induction Programme, an Orientation by the Human Resource DepartmentShashank Gupta
This document discusses the importance and process of induction for new employees. Induction aims to introduce new employees to the organization, make them feel welcome, and provide information about policies, procedures, roles and responsibilities. It helps new employees adjust rapidly, reduces mistakes, and promotes a cooperative attitude. An effective induction process involves an orientation, materials like employee handbooks, and introductions to coworkers. It establishes expectations and fosters a sense of belonging within the organization.
Template for new employee induction program - Suitable for all kinds of organ...Anand Mehta
This is an Induction Program Template that is suitable for all kinds of organizations. It allows for customization based on the scale and primary functions within most organizations
5.employee orientation training and developmentTufail Ahmed
The document discusses the processes of socializing, orienting, training, and developing new employees. It describes how these processes help employees adapt to their new roles and organizations. The goal is for employees to understand and exhibit the behaviors desired by the organization so that they can be productive and attain their own goals.
This document provides guidance for supervisors on conducting new employee orientations. It outlines the goals of orientation to welcome new employees, provide essential information, help supervisors assess training needs, and create a positive first impression. It recommends covering key company and department information, benefits, and the new employee's job. The supervisor's role is to plan and oversee the orientation process, coordinate with HR, and evaluate the new employee's progress. The document provides details on activities before, during, and after the first day of work to onboard new employees successfully.
The document discusses induction and orientation processes for new employees. Induction introduces employees to an organization's practices, policies, and purpose, while orientation acquaints them with the company. A good induction program helps retain employees and improve performance by clarifying job requirements and responsibilities. Sharayu Toyota's orientation process involves touring departments, learning company history, and explaining job details over the course of a month, with weekly reviews.
This document provides information on induction and orientation processes for new employees. It defines induction as the introduction of a new employee and orientation as familiarizing an employee with organizational policies, procedures, and culture. The objectives of induction and orientation are outlined, including improving job satisfaction and reducing turnover. Responsibilities for conducting the processes are discussed, along with various styles such as classroom lectures or online modules. Key aspects that are covered include company overview, policies, structure, and trainings. The document also provides checklists and considerations for planning induction and orientation sessions and discusses challenges that can be faced.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
This document provides an overview of company policies and procedures for new employees at Primedsys. It introduces key leadership roles and outlines general working hours, core business hours, dress code, harassment policies, and performance review processes. Performance reviews occur twice yearly and determine employee bonuses and compensation growth. The company culture emphasizes values such as honesty, reliability, simplicity, openness, trust, commitment and ethics.
This document discusses employee induction and orientation. It begins by introducing the author and then outlines the contents to be covered, which include the objectives, types, people involved, and how to conduct induction successfully. It notes that orientation introduces employees to their jobs, coworkers, and organization. The document also discusses the problems that can arise and how to make induction effective. It emphasizes that induction plays an important role in helping new employees adjust and perform better in their new roles.
The document provides an overview of employee orientation, including:
1) The definition and purpose of orientation is to introduce new employees to their jobs, coworkers, and organization to reduce costs and turnover through developing realistic expectations.
2) An effective orientation program should provide information on the company's history, policies, jobs, and benefits over multiple sessions to prevent overload and allow interaction.
3) Common problems include providing too much information at once, a lack of evaluation of the program's effectiveness, and not ensuring employees understand their job requirements.
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
The document discusses orientation and training programs in human resources development. It defines orientation as providing new employees with background information to reduce anxiety and reinforce a positive impression. Areas covered in orientation include job duties, benefits, and safety regulations. Training is defined as efforts to help employees acquire job skills. Common training methods mentioned include on-the-job training, lectures, role-playing, and computer-based learning. The document also discusses evaluating training programs to assess trainee responses, learning, behavior change, and benefits to the organization.
Big changes are happening for low-income Ohioans between the ages of 16 and 24. On July 1st, Ohio became the first state to implement a comprehensive case management and employment program (CCMEP) to increase access to education and work opportunities for Ohio youth. By integrating aspects of Temporary Assistance for Needy Families (TANF) and Workforce Innovation and Opportunity Act (WIOA) Ohio is creating a common experience for youth with the goal of improving education and employment outcomes.
Speakers include:
- Douglas Lumpkin, Director, Ohio Office of Human Services Innovation
- Roxane Somerlot, Director, Marion County Job and Family Services
- Angela Carnahan, Workforce Development Administrator, Licking County Department of Job and Family Services
The document discusses internships and their importance for students. It defines internships and notes that they provide supervised practical experience related to one's field of study. Internships allow students to gain experience, increase their marketability and career options, and expand their professional network. The responsibilities of the university, employers, and students are outlined to ensure a positive internship experience.
The document provides information about a Request for Proposal (RFP) from Workforce Central for youth services funding under the Workforce Investment Act in Pierce County, Washington. It outlines requirements for program design, performance standards, and important dates for questions and proposals. Eligible applicants are instructed to design a program that provides active case management, work-based learning opportunities, and demonstrates improved participant skills. Proposals are due by May 9th, with oral interviews to follow, and $850,000 is available for an 11-month contract beginning August 1st, 2014.
This document provides an orientation for new supervisors of College Health Corps sites that will host AmeriCorps VISTA members during the 2011-2012 service year. It outlines the role and expectations of VISTA members, responsibilities of supervisors, and the recruitment and selection process. Key points include that VISTAs focus on capacity building projects, cannot perform direct service or replace staff tasks. Supervisors must provide strong communication, structure, and feedback to guide VISTA members. The timeline and required paperwork for selecting a VISTA member by April 29th is also reviewed.
The document is a resume for Raymond W. Blair that outlines his experience and qualifications for workforce development positions. Blair has over 10 years of experience in workforce development programs helping job seekers improve their skills and find employment. He also has experience coordinating rapid response efforts to assist employees during corporate restructurings and downsizing.
This document provides an overview of the Learn and Earn to Achieve Potential (LEAP) initiative funded by the Annie E. Casey Foundation. LEAP will award grants to nonprofits to implement one or both of two evidence-based models - Jobs for America's Graduates and Jobs for the Future's Back on Track model - to help reconnect youth with educational and employment opportunities. Selected organizations will serve 3,000-5,000 youth ages 14-25 and be evaluated on outcomes like graduation rates, postsecondary enrollment, credential completion, and employment. Grantees will receive technical assistance from Jobs for the Future to support model implementation.
FIU's College of Business recruits students and alumni to partner with companies for talent acquisition. It has 55,000 alumni in South Florida and is the 4th largest public university in the US. The College offers various undergraduate and graduate business programs, including an online MBA, and has over 8,000 undergraduate and 2,150 graduate students. Partnering with the College helps companies develop long-term college relationships and provides targeted recruitment services like job postings, recruiting events, and on-campus interviews throughout the year.
Induction Programme, an Orientation by the Human Resource DepartmentShashank Gupta
This document discusses the importance and process of induction for new employees. Induction aims to introduce new employees to the organization, make them feel welcome, and provide information about policies, procedures, roles and responsibilities. It helps new employees adjust rapidly, reduces mistakes, and promotes a cooperative attitude. An effective induction process involves an orientation, materials like employee handbooks, and introductions to coworkers. It establishes expectations and fosters a sense of belonging within the organization.
Template for new employee induction program - Suitable for all kinds of organ...Anand Mehta
This is an Induction Program Template that is suitable for all kinds of organizations. It allows for customization based on the scale and primary functions within most organizations
5.employee orientation training and developmentTufail Ahmed
The document discusses the processes of socializing, orienting, training, and developing new employees. It describes how these processes help employees adapt to their new roles and organizations. The goal is for employees to understand and exhibit the behaviors desired by the organization so that they can be productive and attain their own goals.
This document provides guidance for supervisors on conducting new employee orientations. It outlines the goals of orientation to welcome new employees, provide essential information, help supervisors assess training needs, and create a positive first impression. It recommends covering key company and department information, benefits, and the new employee's job. The supervisor's role is to plan and oversee the orientation process, coordinate with HR, and evaluate the new employee's progress. The document provides details on activities before, during, and after the first day of work to onboard new employees successfully.
The document discusses induction and orientation processes for new employees. Induction introduces employees to an organization's practices, policies, and purpose, while orientation acquaints them with the company. A good induction program helps retain employees and improve performance by clarifying job requirements and responsibilities. Sharayu Toyota's orientation process involves touring departments, learning company history, and explaining job details over the course of a month, with weekly reviews.
This document provides information on induction and orientation processes for new employees. It defines induction as the introduction of a new employee and orientation as familiarizing an employee with organizational policies, procedures, and culture. The objectives of induction and orientation are outlined, including improving job satisfaction and reducing turnover. Responsibilities for conducting the processes are discussed, along with various styles such as classroom lectures or online modules. Key aspects that are covered include company overview, policies, structure, and trainings. The document also provides checklists and considerations for planning induction and orientation sessions and discusses challenges that can be faced.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
This document provides an overview of company policies and procedures for new employees at Primedsys. It introduces key leadership roles and outlines general working hours, core business hours, dress code, harassment policies, and performance review processes. Performance reviews occur twice yearly and determine employee bonuses and compensation growth. The company culture emphasizes values such as honesty, reliability, simplicity, openness, trust, commitment and ethics.
This document discusses employee induction and orientation. It begins by introducing the author and then outlines the contents to be covered, which include the objectives, types, people involved, and how to conduct induction successfully. It notes that orientation introduces employees to their jobs, coworkers, and organization. The document also discusses the problems that can arise and how to make induction effective. It emphasizes that induction plays an important role in helping new employees adjust and perform better in their new roles.
The document provides an overview of employee orientation, including:
1) The definition and purpose of orientation is to introduce new employees to their jobs, coworkers, and organization to reduce costs and turnover through developing realistic expectations.
2) An effective orientation program should provide information on the company's history, policies, jobs, and benefits over multiple sessions to prevent overload and allow interaction.
3) Common problems include providing too much information at once, a lack of evaluation of the program's effectiveness, and not ensuring employees understand their job requirements.
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
The document discusses orientation and training programs in human resources development. It defines orientation as providing new employees with background information to reduce anxiety and reinforce a positive impression. Areas covered in orientation include job duties, benefits, and safety regulations. Training is defined as efforts to help employees acquire job skills. Common training methods mentioned include on-the-job training, lectures, role-playing, and computer-based learning. The document also discusses evaluating training programs to assess trainee responses, learning, behavior change, and benefits to the organization.
Big changes are happening for low-income Ohioans between the ages of 16 and 24. On July 1st, Ohio became the first state to implement a comprehensive case management and employment program (CCMEP) to increase access to education and work opportunities for Ohio youth. By integrating aspects of Temporary Assistance for Needy Families (TANF) and Workforce Innovation and Opportunity Act (WIOA) Ohio is creating a common experience for youth with the goal of improving education and employment outcomes.
Speakers include:
- Douglas Lumpkin, Director, Ohio Office of Human Services Innovation
- Roxane Somerlot, Director, Marion County Job and Family Services
- Angela Carnahan, Workforce Development Administrator, Licking County Department of Job and Family Services
The document discusses internships and their importance for students. It defines internships and notes that they provide supervised practical experience related to one's field of study. Internships allow students to gain experience, increase their marketability and career options, and expand their professional network. The responsibilities of the university, employers, and students are outlined to ensure a positive internship experience.
The document provides information about a Request for Proposal (RFP) from Workforce Central for youth services funding under the Workforce Investment Act in Pierce County, Washington. It outlines requirements for program design, performance standards, and important dates for questions and proposals. Eligible applicants are instructed to design a program that provides active case management, work-based learning opportunities, and demonstrates improved participant skills. Proposals are due by May 9th, with oral interviews to follow, and $850,000 is available for an 11-month contract beginning August 1st, 2014.
This document provides an orientation for new supervisors of College Health Corps sites that will host AmeriCorps VISTA members during the 2011-2012 service year. It outlines the role and expectations of VISTA members, responsibilities of supervisors, and the recruitment and selection process. Key points include that VISTAs focus on capacity building projects, cannot perform direct service or replace staff tasks. Supervisors must provide strong communication, structure, and feedback to guide VISTA members. The timeline and required paperwork for selecting a VISTA member by April 29th is also reviewed.
The document is a resume for Raymond W. Blair that outlines his experience and qualifications for workforce development positions. Blair has over 10 years of experience in workforce development programs helping job seekers improve their skills and find employment. He also has experience coordinating rapid response efforts to assist employees during corporate restructurings and downsizing.
This document provides an overview of the Learn and Earn to Achieve Potential (LEAP) initiative funded by the Annie E. Casey Foundation. LEAP will award grants to nonprofits to implement one or both of two evidence-based models - Jobs for America's Graduates and Jobs for the Future's Back on Track model - to help reconnect youth with educational and employment opportunities. Selected organizations will serve 3,000-5,000 youth ages 14-25 and be evaluated on outcomes like graduation rates, postsecondary enrollment, credential completion, and employment. Grantees will receive technical assistance from Jobs for the Future to support model implementation.
FIU's College of Business recruits students and alumni to partner with companies for talent acquisition. It has 55,000 alumni in South Florida and is the 4th largest public university in the US. The College offers various undergraduate and graduate business programs, including an online MBA, and has over 8,000 undergraduate and 2,150 graduate students. Partnering with the College helps companies develop long-term college relationships and provides targeted recruitment services like job postings, recruiting events, and on-campus interviews throughout the year.
The document outlines eligibility requirements and services provided by a youth workforce program. Eligible youth must be low-income, ages 14 to 21, and facing challenges like low literacy, lack of a high school diploma, homelessness, pregnancy or parenting, offender status, or needing help completing education. The program prepares youth for college, training or employment through academic and occupational learning with employer ties. Services include tutoring, alternative education, paid work experience, occupational training, leadership development, counseling and more to develop needed workforce skills.
This document summarizes best practices for preventing student loan default presented by Antonio Holloway of Huston-Tillotson University and Valentino Bryant of Shaw University. It discusses what default is, the consequences for schools, and seven common reasons why students default. It then outlines efforts made by Huston-Tillotson and Shaw University to reduce default rates through enhanced financial education, counseling, and external partnerships. These include requiring financial literacy courses, conducting exit interviews, and collaborating with state agencies on prevention plans. Shaw University saw a reduction in their default rate from 30.2% in 2009 to 19% in 2010 after implementing a three-phase strategic approach.
The document introduces University of Phoenix and discusses its programs, services, and financing options. It notes that the university is accredited and the nation's largest private university. It highlights in-demand skills like communication, collaboration, and critical thinking. Program formats allow attending class once a week or online. Financial aid, grants, employer reimbursement, and military benefits can help finance education.
The document introduces University of Phoenix and discusses its programs and services. It notes that the university is accredited and the nation's largest private university with over 350,000 students. It highlights in-demand skills like communication, collaboration, and critical thinking. Program formats include attending class once a week or online. Financial aid options and transferring credits are also summarized.
The document introduces University of Phoenix and discusses its programs, formats, services, and financing options. It notes the university's large size and accreditation. It also highlights in-demand workplace skills like communication, collaboration, and critical thinking. The summary encourages readers to consider their career goals and how further education at University of Phoenix could help achieve them.
Jose R Lovo has over 18 years of experience in case management services including employment coaching, vocational evaluation, and financial employment planning. His objective is to continue applying his experience and education to contribute to economic and social development. He is bilingual in English and Spanish and computer literate. Currently he works as a W-2 TEMP Coordinator at ResCare Workforce Services, where he implements W-2 pilot programs in Kenosha and Racine counties to improve unsubsidized employment outcomes.
The Financial Literacy Certification Program aims to increase students' financial literacy through testing and certification. It began in 2003 and has expanded to over 200 schools in 18 states. The program provides curriculum, teacher training, and pre- and post-tests to measure improvement. Students who pass the post-test with a score of 75% or higher receive certification in financial literacy.
The 5TRIVE office prototype includes:
- Cubicles for financial advisors to meet with students one-on-one.
- Comfortable lounge areas with couches and chairs for students to relax in between meetings.
- A reception desk near the entrance to check students in for their appointments.
- Vending machines and a water fountain to provide refreshments for students.
- An open layout and use of the color green to create a welcoming environment that promotes balance and growth.
A10 Best Practices For Non-Traditional Student RecruitmentGreenwood & Hall
10 Best Practices For Non-Traditional Student Recruitment - A Guide For Post-Secondary Schools Competing For Non-Traditional Students. Presented by Greenwood & Hall at AACRAO SEM XIX 11/10/09 in Dallas, TX.
The document summarizes career preparation services available at Western Carolina University. It discusses a study that found gaps between how prepared for employment recent college graduates feel versus how prepared employers feel they are. It then analyzes how WCU's institutional learning outcomes align with the skills employers say are important. The outcomes focus on skills like critical thinking, problem solving, communication and ethics. WCU provides experiences like internships, externships and partnerships with career services to help students develop these skills and improve their career preparation.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
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.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
2. Today’s Agenda Welcome to COIP orientation Jobs NOW! Eligibility Program Qualifications Introduction to UCSF Overview of COIP COIP Success JVS Training Florence Crittenton Services UCSF Internship Q&A and Next Steps
3. Welcome to the COIP orientation! COIP is supported by these partners: JVS Provides assessment and job-skills training Florence Crittenton Services (FCS) Provides referral service and case management support UCSF Provides job mentorship and PAID internship
4. Jobs NOW! SF Eligibility requirements Unemployed and underemployed San Franciscoparents (child under the age of 18) Proof of right to work (social security card, birth certificate, permanent resident card, etc.) Working individuals earning less than 200% of the federal poverty level CalWORKSparticipants
6. Community Outreach Internship Program Commenced in 1999 with focus on residents in Southeast Sector of San Francisco Bayview/Hunter’s Point, Visitacion Valley, Portrero Hill, and parts of the Mission 10-week job-skills training 5-month paid internship at UCSF Job placement assistance through UCSF’s Temporary Employment Program following successful internship completion
7. COIP Success: 1999-2006 84% graduation rate – 84 out of 100 interns! 80% of graduates offered career employment at UCSF -- 68 employed @ UCSF Career advancement 60% of Clerks advanced to AAII level, earning $16.92/hour 26% of AAIIs advanced to AAIII, earnings $19.08/hour
8. JVS Training Overview Schedule Beginning February 8th 2 weeks of appraisal 10 weeks of job-skills training Monday through Friday Classroom activities from 9AM-4PM Located near Montgomery Station
9. Appraisal Process What will we be looking for? Attendance and Reliability Willingness and Work Ethic Customer Service Skills Reading and Writing Skills Basic Math Keyboarding skills
10. Classroom Instruction We will be building skills in these areas: Workplace writing Interpersonal skills Conflict resolution Professional language Computer Skills Financial planning
11. JVS Job Coaching Job Search Resumes and interviewing strategies Employment Support Job-related concerns Job Placement Finding employment
12. FCS Case Management Support Referral services Housing Childcare Transportation Weekly check-in
13. COIP Internship Overview 5 months, 32 hours/week Work responsibilities Wages and pay schedule Mentorship Work Locations 5th day trainings
15. Next Steps Fill out and submit the 1-page Preliminary Application today! Complete the COIP Application Sign the Conviction Statement Interview with JVS Begin Appraisal on Monday, February 8th 10-week training at JVS 5- month UCSF Internship Ongoing work with FCS