The document outlines Servita Consulting's training needs analysis and smart learning academy services. It discusses identifying competency, performance, and skills gaps; developing talent through training design, delivery, and evaluation; and providing learning programs in areas like leadership development, management, customer service, and sales. It also lists potential training topics that can be tailored for clients' needs.
This document discusses building an enriched curriculum vitae (CV) for faculty members. It provides a model for how to structure a CV according to different parameters such as academic development, administration and positions held, intellectual contribution, collaborations and consultancy, international experience, social responsibility, and other areas of excellence. It encourages faculty to reflect on their activities and accomplishments in these areas to effectively market and brand themselves. The document also mentions various national and international fellowship and scholarship opportunities for faculty to take advantage of.
Kaushick M is a corporate trainer, counselor, facilitator, and consultant with over 25 years of experience in sales, marketing, product development, and operations. He specializes in transformational training modules focused on leadership, interpersonal skills, communication, stress management, and personal development. Some of the companies he has worked with include Pepsico, Siemens, and Amara Raja Group. His training programs are interactive, value-based, and aim to facilitate holistic transformation through both one-time workshops and long-term small group sessions.
Eminent offers a range of courses that will enhance your skills, improving efficiency and productivity. Successful people invest in themselves and Eminent has been assisting individuals for the last 25 years in the process by offering an extensive range of courses, at affordable prices. Our courses are delivered by subject matter experts with both training as well as industry experience. They are not only professional, but also considerate and sensitive towards varying individual needs and provide the necessary support to every participant during the learning process.
Saveena Marina D'Lima is seeking a position in operations at a dynamic company where she can utilize her 5 years of experience in human resources operations at Deloitte Touché Tohmatsu India LLP. She has strong skills in Microsoft Office, managing learning management systems, and communicating effectively. Her experience also includes analyzing learning management system queries, ensuring quality, and presenting reports to clients.
The document outlines Servita Consulting's training needs analysis and smart learning academy services. It discusses identifying competency, performance, and skills gaps; developing talent through training design, delivery, and evaluation; and providing learning programs in areas like leadership development, management, customer service, and sales. It also lists potential training topics that can be tailored for clients' needs.
This document discusses building an enriched curriculum vitae (CV) for faculty members. It provides a model for how to structure a CV according to different parameters such as academic development, administration and positions held, intellectual contribution, collaborations and consultancy, international experience, social responsibility, and other areas of excellence. It encourages faculty to reflect on their activities and accomplishments in these areas to effectively market and brand themselves. The document also mentions various national and international fellowship and scholarship opportunities for faculty to take advantage of.
Kaushick M is a corporate trainer, counselor, facilitator, and consultant with over 25 years of experience in sales, marketing, product development, and operations. He specializes in transformational training modules focused on leadership, interpersonal skills, communication, stress management, and personal development. Some of the companies he has worked with include Pepsico, Siemens, and Amara Raja Group. His training programs are interactive, value-based, and aim to facilitate holistic transformation through both one-time workshops and long-term small group sessions.
Eminent offers a range of courses that will enhance your skills, improving efficiency and productivity. Successful people invest in themselves and Eminent has been assisting individuals for the last 25 years in the process by offering an extensive range of courses, at affordable prices. Our courses are delivered by subject matter experts with both training as well as industry experience. They are not only professional, but also considerate and sensitive towards varying individual needs and provide the necessary support to every participant during the learning process.
Saveena Marina D'Lima is seeking a position in operations at a dynamic company where she can utilize her 5 years of experience in human resources operations at Deloitte Touché Tohmatsu India LLP. She has strong skills in Microsoft Office, managing learning management systems, and communicating effectively. Her experience also includes analyzing learning management system queries, ensuring quality, and presenting reports to clients.
The document discusses the importance of talent management for companies. A survey found that 85% of CEOs see talent management as important or more important than other priorities, but only a small percentage of leaders spend time managing talent. The document then outlines how Emaar, a global consulting firm, approaches talent management through programs like identifying skills needed, developing leadership abilities, performance reviews, establishing a talent pool, and using mentoring.
Leah M. Joppy Associates (LMJA) is a woman-owned small business that provides organizational development and leadership training to federal government clients. LMJA has over 15 years of experience in training and has a team of experienced facilitators. They offer courses in project management, leadership, and personal and professional development. Their mission is to develop exceptional leadership skills in employees at all levels through high-quality training.
Kaushick M has over 25 years of experience in sales, marketing, product development, and facility operations. He is now a consultant, corporate trainer, and facilitator focused on transformational leadership and holistic workplace transformation. Through his organization Karmakshetra, he has provided over 1,500 hours of training, counseling, and facilitating employee small groups for various organizations. He designs customized transformational training modules for corporates, NGOs, educational institutions, and others.
J. Eugene Nelson has over 20 years of experience in training and leadership development. He has held positions at Dollar Tree, Norfolk Southern Railroad, and the U.S. Air Force, where he developed and delivered training programs, coached managers, and ensured employees received necessary training. Nelson's background includes facilitating leadership training, implementing performance management and feedback systems, and overseeing the recruitment and onboarding of new hires. He holds certifications in behavioral assessment tools and leadership training methods.
Talent Management Framework - A look at PCMMUtsav Agarwal
PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization
360 degree appraisal is a performance evaluation method that collects feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation. This feedback provides a more complete picture of an employee's performance, strengths, and weaknesses. The feedback is used to help design training programs and make remuneration and promotion decisions to improve employee performance and development.
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
Blue Wisdom provides learning and development solutions such as organizational development consulting, e-learning, experiential learning, business simulations, and outbound training. They have 120 trainers globally and work with Fortune 500 companies. Their training solutions include managerial effectiveness, people management, performance management, and technical skills like Microsoft Office. They offer training needs analysis, individual and organizational training plans, and use various training methodologies like case studies, role plays, and assessments.
The document describes an approach to virtual learning programs that focuses on speed and process of learning over content. It recommends a three-pronged virtual approach using learning sessions, group projects, and assessments to develop skills in a changing business environment. Participants will engage in short webinars, collaborative projects, and self-assessments over multiple months to learn practical skills through interaction and application rather than passive knowledge acquisition. This customized virtual methodology aims to make learning more relevant, effective, and engaging for participants while reducing costs compared to traditional offline programs.
The document describes a micro loan fund program that provides funding, training, and support to entrepreneurs who lack traditional resources. The key elements include screening applicants through assessments of character and business plans, building business skills through training and peer support, and partner involvement throughout the application and funding process. A pilot of the program resulted in over 200 applicants, 40 accepted participants, 25 loans awarded totaling $865k, and 96 jobs created or saved.
Skills Gap Analysis Using Skills Profiler from Its Your Skills Ramu Govindan
It's Your Skills enables organizations to profile skills of employees and that of jobs with a "Skills Profiler". The skills profiles of employees and of jobs can then be used to create skills gap at employee as well as organization levels.
The document outlines an organization's HRD plan and focus for 2008, including strategies to improve effectiveness, challenges, and areas of focus. The key areas of focus are developing talented people, cultivating a positive culture, and producing high quality products. The HRD plan details training in soft skills like leadership, technical skills like quality and lean, and department-specific focus. Non-training initiatives include short learning sessions, an online learning system, digital newsletters and more. The HRD department structure and roles are also summarized.
Gladis Nair is seeking a team leader or assistant manager role where she can utilize 15+ years of experience in quality assurance and operations management. She currently works as an employee development officer at HSBC, where she trains new hires, monitors call quality, and improves performance. Previously she held roles in collections, customer service, and process improvement. She has received numerous awards for her work in motivating teams, improving processes, and delivering excellent customer service.
This document discusses i-Skills, which refer to the ability to effectively identify, evaluate, and communicate information. It outlines previous projects that have assessed i-Skills among students and staff. A key issue is identifying skills gaps and how to meet staff development needs. The document describes workshops held to discuss these topics and an online self-evaluation tool to help individuals assess their i-Skills. It concludes by discussing the need for practical strategies to incorporate i-Skills training into staff development frameworks.
Strategic Value of Learning & DevelopmentDavid Vachell
The document discusses how to build a strategic business case for learning and development (L&D) investments in organizations. It suggests starting with the potential impact of L&D programs rather than just costs. It provides a framework to calculate return on investment and benefit-cost ratios for L&D programs to prioritize investments. The framework includes estimating fixed costs, per-participant costs and benefits, and number of participants to calculate total costs and benefits. It also discusses using participant feedback and estimates shortly after training to predict longer-term impacts and communicate performance against plans.
This document discusses the concepts of training and development in organizations. It outlines the role of training in increasing efficiency, employee morale, and organizational flexibility. It also describes different methods for identifying training needs, including organizational analysis, task analysis, and performance analysis. The document then discusses techniques for assessing training needs, different training methods like on-the-job training and classroom programs, and models for evaluating training programs, including Kirkpatrick's four-level model. It introduces the concept of competency-based training and discusses how competencies at different levels impact business.
People development and engagement in SME organizations-Perspective sharing Winning Minds Solutions
This document discusses people development and engagement in small and medium enterprises. It addresses assessing organizational strengths, developing employees, and driving engagement. Key points include mapping employee talent and performance potential, identifying competency gaps, creating a favorable work environment, and establishing structured engagement processes. The CEO and senior leadership play an important role in development and engagement initiatives. Case studies are provided as examples of effective engagement programs.
The document discusses laying off employees as a cost-cutting measure and how to handle it properly and ethically. It raises questions about the reasons for layoffs, who would be affected, ensuring a fair process is followed, providing support to laid off workers, and maintaining open communication with remaining employees about the company's financial situation.
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.
The document discusses the importance of talent management for companies. A survey found that 85% of CEOs see talent management as important or more important than other priorities, but only a small percentage of leaders spend time managing talent. The document then outlines how Emaar, a global consulting firm, approaches talent management through programs like identifying skills needed, developing leadership abilities, performance reviews, establishing a talent pool, and using mentoring.
Leah M. Joppy Associates (LMJA) is a woman-owned small business that provides organizational development and leadership training to federal government clients. LMJA has over 15 years of experience in training and has a team of experienced facilitators. They offer courses in project management, leadership, and personal and professional development. Their mission is to develop exceptional leadership skills in employees at all levels through high-quality training.
Kaushick M has over 25 years of experience in sales, marketing, product development, and facility operations. He is now a consultant, corporate trainer, and facilitator focused on transformational leadership and holistic workplace transformation. Through his organization Karmakshetra, he has provided over 1,500 hours of training, counseling, and facilitating employee small groups for various organizations. He designs customized transformational training modules for corporates, NGOs, educational institutions, and others.
J. Eugene Nelson has over 20 years of experience in training and leadership development. He has held positions at Dollar Tree, Norfolk Southern Railroad, and the U.S. Air Force, where he developed and delivered training programs, coached managers, and ensured employees received necessary training. Nelson's background includes facilitating leadership training, implementing performance management and feedback systems, and overseeing the recruitment and onboarding of new hires. He holds certifications in behavioral assessment tools and leadership training methods.
Talent Management Framework - A look at PCMMUtsav Agarwal
PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization
360 degree appraisal is a performance evaluation method that collects feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation. This feedback provides a more complete picture of an employee's performance, strengths, and weaknesses. The feedback is used to help design training programs and make remuneration and promotion decisions to improve employee performance and development.
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
Blue Wisdom provides learning and development solutions such as organizational development consulting, e-learning, experiential learning, business simulations, and outbound training. They have 120 trainers globally and work with Fortune 500 companies. Their training solutions include managerial effectiveness, people management, performance management, and technical skills like Microsoft Office. They offer training needs analysis, individual and organizational training plans, and use various training methodologies like case studies, role plays, and assessments.
The document describes an approach to virtual learning programs that focuses on speed and process of learning over content. It recommends a three-pronged virtual approach using learning sessions, group projects, and assessments to develop skills in a changing business environment. Participants will engage in short webinars, collaborative projects, and self-assessments over multiple months to learn practical skills through interaction and application rather than passive knowledge acquisition. This customized virtual methodology aims to make learning more relevant, effective, and engaging for participants while reducing costs compared to traditional offline programs.
The document describes a micro loan fund program that provides funding, training, and support to entrepreneurs who lack traditional resources. The key elements include screening applicants through assessments of character and business plans, building business skills through training and peer support, and partner involvement throughout the application and funding process. A pilot of the program resulted in over 200 applicants, 40 accepted participants, 25 loans awarded totaling $865k, and 96 jobs created or saved.
Skills Gap Analysis Using Skills Profiler from Its Your Skills Ramu Govindan
It's Your Skills enables organizations to profile skills of employees and that of jobs with a "Skills Profiler". The skills profiles of employees and of jobs can then be used to create skills gap at employee as well as organization levels.
The document outlines an organization's HRD plan and focus for 2008, including strategies to improve effectiveness, challenges, and areas of focus. The key areas of focus are developing talented people, cultivating a positive culture, and producing high quality products. The HRD plan details training in soft skills like leadership, technical skills like quality and lean, and department-specific focus. Non-training initiatives include short learning sessions, an online learning system, digital newsletters and more. The HRD department structure and roles are also summarized.
Gladis Nair is seeking a team leader or assistant manager role where she can utilize 15+ years of experience in quality assurance and operations management. She currently works as an employee development officer at HSBC, where she trains new hires, monitors call quality, and improves performance. Previously she held roles in collections, customer service, and process improvement. She has received numerous awards for her work in motivating teams, improving processes, and delivering excellent customer service.
This document discusses i-Skills, which refer to the ability to effectively identify, evaluate, and communicate information. It outlines previous projects that have assessed i-Skills among students and staff. A key issue is identifying skills gaps and how to meet staff development needs. The document describes workshops held to discuss these topics and an online self-evaluation tool to help individuals assess their i-Skills. It concludes by discussing the need for practical strategies to incorporate i-Skills training into staff development frameworks.
Strategic Value of Learning & DevelopmentDavid Vachell
The document discusses how to build a strategic business case for learning and development (L&D) investments in organizations. It suggests starting with the potential impact of L&D programs rather than just costs. It provides a framework to calculate return on investment and benefit-cost ratios for L&D programs to prioritize investments. The framework includes estimating fixed costs, per-participant costs and benefits, and number of participants to calculate total costs and benefits. It also discusses using participant feedback and estimates shortly after training to predict longer-term impacts and communicate performance against plans.
This document discusses the concepts of training and development in organizations. It outlines the role of training in increasing efficiency, employee morale, and organizational flexibility. It also describes different methods for identifying training needs, including organizational analysis, task analysis, and performance analysis. The document then discusses techniques for assessing training needs, different training methods like on-the-job training and classroom programs, and models for evaluating training programs, including Kirkpatrick's four-level model. It introduces the concept of competency-based training and discusses how competencies at different levels impact business.
People development and engagement in SME organizations-Perspective sharing Winning Minds Solutions
This document discusses people development and engagement in small and medium enterprises. It addresses assessing organizational strengths, developing employees, and driving engagement. Key points include mapping employee talent and performance potential, identifying competency gaps, creating a favorable work environment, and establishing structured engagement processes. The CEO and senior leadership play an important role in development and engagement initiatives. Case studies are provided as examples of effective engagement programs.
The document discusses laying off employees as a cost-cutting measure and how to handle it properly and ethically. It raises questions about the reasons for layoffs, who would be affected, ensuring a fair process is followed, providing support to laid off workers, and maintaining open communication with remaining employees about the company's financial situation.
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.
Recruitment involves attracting candidates and selecting the right person for the job. The recruitment process includes posting vacancies, screening resumes, conducting interviews, and making a hiring decision. Hiring the wrong person can be costly and harm productivity. Competency-based recruitment focuses on identifying candidates with behaviors that predict successful job performance. It involves defining the key competencies for a role and assessing candidates based on behavioral examples that demonstrate their competencies. Competency-based interviews are more structured and job-focused than conventional interviews, relying on questions about past experiences to predict future performance.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
Sprylogic Technologies is a private software company established in 2006 that follows a defined recruitment and selection process. The process begins with recruitment to acquire qualified applicants, followed by screening and selection tests to identify the best candidates. Selection involves preliminary interviews, tests to assess abilities, employment interviews, background and reference checks, and making a final selection decision. The company has an opportunity to adopt additional assessment tools like psychometric testing to better understand candidates. Overall, Sprylogic Technologies has sound recruitment and selection policies to acquire skilled employees and expand its business operations.
Competencies are characteristics of employees that lead to effective job performance. They include skills, abilities, knowledge, and behaviors. Competencies help employees deliver better to customers by addressing their needs and skills gaps. They also help organizations achieve high performance by setting expectations for career progression and increased productivity. Developing competency models involves determining the qualities needed for superior performance in functions, leadership, jobs, roles, and organizational culture. It requires collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis.
7 Steps to Create a Competency-Based Training ProgramBizLibrary
Employee training is fluid, dynamic, and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies. Competency-based training links individual performance to the goals of the organization. A defined set of competencies for each role in your organization illustrates the behaviors, reinforces organization values, and provides the strategic direction employees need to achieve organizational objectives.
Performance Impact is a learning and development company that specializes in customized training programs around leadership, team performance, and service responsiveness. It provides blended learning solutions using case studies, simulations, and e-learning modules. Some of its programs include Managing@Merck, which is a three-month leadership development program used across Merck in multiple countries and languages. Performance Impact uses proprietary tools and methods to design, deliver, and measure the effectiveness of its customized learning solutions.
7 Steps to Create a Competency-Based Training Program | Webinar 02.10.16BizLibrary
In this webinar, you will learn a straightforward seven step process any organization can use to implement competency-based training starting today.
www.bizlibrary.com
This document discusses developing competency-based people management. It proposes a framework with competency at the center linking business strategy to results. Key aspects include:
- Developing a competency model by identifying skills, knowledge and behaviors for roles
- Using competencies for career planning, training, performance management and other human resource functions
- Implementing successfully requires alignment with strategy, integration across HR processes, communication and long-term adoption into the organizational culture
Tvarita Consulting provides strategic HR consulting, HR outsourcing, and learning services to clients. They implement customized solutions through their 3I model of implementing, innovating, and institutionalizing practices. Their services include organization design, competency development, compensation analysis, and more. Clients praise Tvarita for their senior expertise, operational focus, and measurable results.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
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.
The document summarizes a presentation about developing a statewide career readiness certification program for college students in Indiana. It outlines the proposed goals of validating students' career preparation, consistency across schools, and recognition among employers. Example programs from other universities are reviewed, as are the National Career Readiness Certificate skills assessment. The draft criteria for the Indiana Collegiate Career Competency Award include developing professional identity, gaining professional experience, and learning key skills. Employer feedback supported the proposal as addressing important skills but suggested some changes. Next steps discussed finalizing the program and promoting adoption.
This document provides guidance on implementing competencies in an organization for learning and development purposes. It introduces competencies and their benefits, including defining capabilities, clarifying expectations, and improving conversations. The document explains the anatomy of a competency and different competency types. It then outlines an 8-step process for implementing competencies, including selecting a model, validating it, introducing it to staff, conducting self-assessments, creating individual learning plans, and pursuing learning activities. The goal is to use competencies to support organizational and individual learning and development.
Overview Of Competencies & Benefits and Uses of a Competency-Based SystemDavid Gay
The document discusses competency-based systems and their benefits and uses. It defines competencies as observable behaviors that superior performers exhibit consistently. Competencies can be general behavioral competencies or technical competencies. A competency model clarifies expectations, identifies development needs, and integrates HR programs like training, performance management, and succession planning. It provides examples of how competencies can be used in career development, performance reviews, interviews, and workforce planning.
This document summarizes the services provided by ManpowerGroup Malaysia including assessments, training, and career placement. It discusses various assessment tools to evaluate personalities, skills, and potential job fit. It provides examples of careers transformed through ManpowerGroup's training and placement services. Success stories showcase individuals who joined as trainees and were later hired or promoted. The document promotes ManpowerGroup's online learning platform containing 5000+ courses accessible on handheld devices with various formats.
The document defines competencies as characteristics that lead to effective job performance, including skills, knowledge, abilities, and behaviors. Competency models identify the competencies needed for different roles and levels of work. Developing competency models involves collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis. Models can be designed for specific jobs, functions, levels, or the whole organization. The level of proficiency in competencies expected varies by role and seniority.
This document provides an overview of Human Resource Systems Group (HRSG), a company that specializes in competency-based management (CBM). HRSG helps organizations align their human resources with strategic goals through CBM products and services. CBM translates organizational goals into expected employee behaviors, increases productivity and hiring effectiveness, and identifies skills gaps. The document demonstrates how CBM can be applied to recruitment, learning and development, performance management, and succession planning through competency profiles and online tools.
The Presidential Award for Quality recognizes high performing federal organizations that promote effective management techniques and provide models for performance assessment. While applying for the award requires an objective review, organizations can also benefit from self-assessing their performance using the award's criteria to improve communication, resource decisions, workforce motivation, and focus on vision, customers, learning, employees, agility, innovation, responsibility, and results. The criteria evaluate leadership, strategic planning, customer focus, information analysis, human resources, processes, and business results.
The Presidential Award for Quality recognizes high performing federal organizations that promote effective management techniques and provide models for performance assessment. While applying for the award requires an objective review, organizations can also benefit from self-assessing their performance using the award's criteria to improve communication, resource decisions, workforce motivation, and focus on vision, customers, learning, employees, agility, innovation, responsibility, and results. The criteria evaluate leadership, strategic planning, customer focus, information analysis, human resources, processes, and business results.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
Quantum Leap Performance Solutions is a specialized learning solutions partner that has worked with over 75 corporate organizations over the last 5 years. It provides various training programs focused on leadership development, soft skills, functional excellence and assessments to help organizations achieve excellence and growth. Some of its programs include SERVE for managerial competency enhancement, ABC for people management, and functional programs in sales, customer support, HR and more. It has offices in Bangalore and Gurgaon and a network of experts across India.
1. Welcome To: Turning Selection Process into an Effective Tool for Restricting Attrition 15 June 2009
2. Introduction to Our Presenters Alkarim Hassan Director Human Resources Global Operations Etilize Inc. www.etilize.com Email: alkarimhassan@gmail.com Call: +92-321-203-0487 Skype: alkarimhassan Blog: http://alkarimhassan.blogspot.com/ Photo