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Competency Iceberg Model, Introduction, what is a Competency?, Describe the Components of Competencies, Explain the Types of Competencies , Describe the Competency Iceberg Model, Explain the Benefits of Iceberg Model, What are Workplace Competencies? Case study.
This document outlines an organization's performance management process (PMP). It includes an overview of the PMP's goals of maximizing employee engagement, development, and performance throughout the employment lifecycle. Key components of the PMP include aligning individual goals with department goals, providing regular feedback, linking performance to compensation/rewards, and focusing on employee development, talent management, and succession planning. The document provides details on developing SMART goals, tools used in the PMP, conducting performance dialogues, assessing performance, and developing individual development plans to help employees advance their careers.
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.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
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.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Competency Iceberg Model, Introduction, what is a Competency?, Describe the Components of Competencies, Explain the Types of Competencies , Describe the Competency Iceberg Model, Explain the Benefits of Iceberg Model, What are Workplace Competencies? Case study.
This document outlines an organization's performance management process (PMP). It includes an overview of the PMP's goals of maximizing employee engagement, development, and performance throughout the employment lifecycle. Key components of the PMP include aligning individual goals with department goals, providing regular feedback, linking performance to compensation/rewards, and focusing on employee development, talent management, and succession planning. The document provides details on developing SMART goals, tools used in the PMP, conducting performance dialogues, assessing performance, and developing individual development plans to help employees advance their careers.
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.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
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.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document discusses strategic human resource planning. It defines strategic human resource planning as identifying current and future human resource needs to achieve organizational goals. The process involves assembling current HR capacity, forecasting future requirements, identifying gaps, and developing HR strategies. It describes human resource planning as ensuring identification of requirements and satisfaction of those requirements. The benefits outlined are alignment with organizational changes, availability of the right employees, and development and advancement opportunities for employees.
Chapter 3 Needs Assessment: Person Analysis By NoeGil de Brando
This document discusses person analysis for employee training and development. Person analysis helps identify which employees need training based on their current or expected job performance. It involves analyzing several factors that can influence an employee's performance and learning, including their personal characteristics, the work environment/inputs, performance expectations/outputs, consequences, and feedback received. Interviews and questionnaires are used to measure these factors. The analysis determines whether training is the best solution by considering if performance issues are due to a lack of knowledge or skills, unclear expectations, insufficient resources or feedback, or other potential causes.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
This document discusses human resource management practices in small and medium-sized enterprises (SMEs). It defines SMEs as having less than 250 employees in the EU and less than 500 in the US. The objectives of SMEs are creating employment, improving output and standards of living. SMEs contribute significantly to economies but face threats such as lack of financing, infrastructure and raw materials. Critical HRM goals in SMEs include labor productivity and quality. Common HRM practices in SMEs involve informal recruitment and training as well as employee involvement through cafeterias or events. Bangladesh has developed strong human resources and SMEs contribute greatly to its economy and employment.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
This document contains a questionnaire on performance management systems with several sections. Section A collects general information about respondents and their organizations. Section B asks about the nature of the organizations' current performance management systems, including whether they are formal systems, which employee groups they apply to, and the techniques used for performance assessment. Section C collects perceptions of HR professionals about challenges, definitions, determinants of success, and relationships to other HR areas like compensation. Sections D-F ask about processes, issues, effectiveness evaluation, and potential changes to performance management systems. The questionnaire aims to understand current practices and perceptions around performance management.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
Introduction to employee training and development ppt 1Tanuj Poddar
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
The document contains various templates for evaluating employee performance, including templates for assessment criteria tables, assessment forms, review charts, scorecards, and self-assessment forms. The templates are designed to help companies objectively evaluate employees on criteria such as quality of work, communication skills, initiative, and attitude. Managers can use the templates to assign ratings and document comments for performance reviews.
An HR manager must possess certain personal, social, and professional qualities to effectively manage human resources and channel employee talent and potential. Some key personal qualities include being humanitarian, honest, disciplined, dedicated, determined, and having self-confidence and a positive attitude. Important social qualities comprise leadership, effective communication, adaptability, and building rapport. Professional qualities that are essential for an HR manager encompass skills like grievance handling, negotiation, crisis management, supervision, maintaining transparency and competency, acting as a motivator, and demonstrating strategic thinking and emotional maturity.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
The document discusses how coaching can be used as a transformative learning tool in both personal and professional development. It describes the Co-Active coaching model, which utilizes presence, listening, curiosity and action to facilitate revolutionary transformation. The model addresses the whole person and is grounded in four cornerstones: fulfillment, balance, process and focusing on being and doing. Research shows coaching improves productivity, morale and profits in organizations. Incorporating a coaching culture that celebrates wholeness and spirituality can create a supportive workplace.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document discusses strategic human resource planning. It defines strategic human resource planning as identifying current and future human resource needs to achieve organizational goals. The process involves assembling current HR capacity, forecasting future requirements, identifying gaps, and developing HR strategies. It describes human resource planning as ensuring identification of requirements and satisfaction of those requirements. The benefits outlined are alignment with organizational changes, availability of the right employees, and development and advancement opportunities for employees.
Chapter 3 Needs Assessment: Person Analysis By NoeGil de Brando
This document discusses person analysis for employee training and development. Person analysis helps identify which employees need training based on their current or expected job performance. It involves analyzing several factors that can influence an employee's performance and learning, including their personal characteristics, the work environment/inputs, performance expectations/outputs, consequences, and feedback received. Interviews and questionnaires are used to measure these factors. The analysis determines whether training is the best solution by considering if performance issues are due to a lack of knowledge or skills, unclear expectations, insufficient resources or feedback, or other potential causes.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
This document discusses human resource management practices in small and medium-sized enterprises (SMEs). It defines SMEs as having less than 250 employees in the EU and less than 500 in the US. The objectives of SMEs are creating employment, improving output and standards of living. SMEs contribute significantly to economies but face threats such as lack of financing, infrastructure and raw materials. Critical HRM goals in SMEs include labor productivity and quality. Common HRM practices in SMEs involve informal recruitment and training as well as employee involvement through cafeterias or events. Bangladesh has developed strong human resources and SMEs contribute greatly to its economy and employment.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
This document contains a questionnaire on performance management systems with several sections. Section A collects general information about respondents and their organizations. Section B asks about the nature of the organizations' current performance management systems, including whether they are formal systems, which employee groups they apply to, and the techniques used for performance assessment. Section C collects perceptions of HR professionals about challenges, definitions, determinants of success, and relationships to other HR areas like compensation. Sections D-F ask about processes, issues, effectiveness evaluation, and potential changes to performance management systems. The questionnaire aims to understand current practices and perceptions around performance management.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
Introduction to employee training and development ppt 1Tanuj Poddar
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
The document contains various templates for evaluating employee performance, including templates for assessment criteria tables, assessment forms, review charts, scorecards, and self-assessment forms. The templates are designed to help companies objectively evaluate employees on criteria such as quality of work, communication skills, initiative, and attitude. Managers can use the templates to assign ratings and document comments for performance reviews.
An HR manager must possess certain personal, social, and professional qualities to effectively manage human resources and channel employee talent and potential. Some key personal qualities include being humanitarian, honest, disciplined, dedicated, determined, and having self-confidence and a positive attitude. Important social qualities comprise leadership, effective communication, adaptability, and building rapport. Professional qualities that are essential for an HR manager encompass skills like grievance handling, negotiation, crisis management, supervision, maintaining transparency and competency, acting as a motivator, and demonstrating strategic thinking and emotional maturity.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
The document discusses how coaching can be used as a transformative learning tool in both personal and professional development. It describes the Co-Active coaching model, which utilizes presence, listening, curiosity and action to facilitate revolutionary transformation. The model addresses the whole person and is grounded in four cornerstones: fulfillment, balance, process and focusing on being and doing. Research shows coaching improves productivity, morale and profits in organizations. Incorporating a coaching culture that celebrates wholeness and spirituality can create a supportive workplace.
Using big data to measure and maximize quality of hire | Talent Connect AnaheimLinkedIn Talent Solutions
The rule of big data: if A and B predicts X, you need to track A and B to ensure you achieve X. For X, plug in quality of hire. Stay tuned to learn all about A and B. What is big data? What is little data? What’s the difference between predictive analytics and process control metrics? Join this session to find out. Lou will take you on a whirlwind tour of what it takes to optimize every aspect of your sourcing and recruiting efforts. The goal: how to find more great candidates and maximize quality of hire. Big data topics covered in this session will include: discover the best predictors of quality of hire, intro to Lou’s Recruiter Competency Model (the recruiting skills that drive quality of hire), directions to the talent sweet spot, and the four keys that open the door to finding the best talent—and how to use big data to get there. Check out the best of Talent Connect: http://bit.ly/1MBqz6m
This document discusses incorporating transformative learning strategies into college classrooms. It begins by defining transformative learning based on Mezirow's theory, which involves a 10-step process where learners expand their frames of reference and worldviews through critical reflection. The document then reviews the key components of transformative learning, including reflective discourse, critical reflection, experience, and action. It explains how these can be implemented in classrooms through instructional techniques and classroom design that encourage open-mindedness and consideration of multiple perspectives. The document argues that transformative learning helps prepare students for a complex world and should be a goal of higher education.
This paper discusses how spirituality and spiritual learning can promote transformative education. It argues that taking spirituality seriously is important in transforming education politically and ontologically. The author defines transformative learning as education that strengthens individuals and communities to resist oppression and deal with the effects of colonialism in academia. The paper examines how spirituality can be incorporated into teaching and learning in a way that empowers students and enhances learning outcomes for all, while avoiding the dangers of commodification or fundamentalism. It poses the question of how educators can organize pedagogy and discussion to make space for spiritual knowledge and discourses that emphasize connection, belonging, well-being, love and peaceful coexistence.
A framework for action: Intervening to increase adoption of transformative we...Joan E. Hughes, Ph.D.
Abstract: Web 2.0 tools have emerged as conducive for innovative pedagogy and transformative learning opportunities for youth. Currently, Web 2.0 is often adopted into teachers’ practice to simply replace or amplify traditional instructional approaches rather than promote or facilitate transformative educational change. Current models of innovation adoption do not adequately address successful diffusion of transformative educational technology. A new interactional model, called a framework-for-action (FFA), repositions ‘success’ on qualitative criteria and necessitates timely intervention by change agents at ‘points of factor interaction’ in the change process. These interventions engage potential adopters (i.e., teachers) in meaningful learning opportunities that reposition individuals or groups to make decisions leading to adoption of technologies that support transformative learning and teaching with web 2.0 tools.
Final published article can be found at:
Hughes, J. E., Guion, J.*, Bruce, K.*, Horton, L.*, & Prescott, A.* (2011.) A framework for action: Intervening to increase adoption of transformative web 2.0 learning resources. Educational Technology, 51(2), 53-61.
This document summarizes a study that examined the emotional dimensions of transformative learning processes in novice teachers. The study involved 100 novice teachers writing narratives about critical incidents from their teaching practicums. The narratives were analyzed both quantitatively and qualitatively to identify transformative processes and turning points in developing professional epistemologies. A first quantitative analysis found that most narratives focused on relationships with students, with few focusing on relationships with expert teachers or personal and professional beliefs. A qualitative analysis then examined narratives through triangulation to understand the intersection of epistemic, psychological, and socio-linguistic perspectives and how they changed to construct professional identities. The analysis aimed to provide insight into the emotions involved in transforming frames of reference during practicum experiences
The evolution of john mezirow's transformative learning theoryJonathan Dunnemann
This document summarizes Andrew Kitchenham's 2008 article on the evolution of John Mezirow's transformative learning theory. The summary discusses:
1) Mezirow's early development of the theory in 1978 based on a study of women returning to education, which identified 10 phases of a "personal transformation."
2) The influences on Mezirow's early theory from Kuhn's paradigm theory, Freire's conscientization, and Habermas' domains of learning, which informed concepts like disorienting dilemmas and perspective transformation.
3) How Mezirow's theory has undergone revisions over time as he responded to criticisms and further developed the concepts between 1978-2008.
The document discusses different perspectives on teaching and learning to teach. It describes teaching as an activity designed to promote learning. Teaching is considered a skill that can vary between teachers. There are many possible ways for teachers to respond to similar situations. Learning is a different process for each individual that teachers must consider. Theories of teacher learning include the relationship between theory and practice, reflection, and implicit learning. Malderez views theory and practice as integral parts of the same skill. Teachers draw on various influences, including their own experiences and beliefs, as well as the school culture and larger society. This two-way process shapes their understanding and approach to teaching.
The document discusses the "iceberg model" as a metaphor for outstanding classroom practice. It states that an outstanding teacher's accomplishments, like the visible part of an iceberg, are only a small part of their overall work. Most of what makes an outstanding teacher successful, like their values, beliefs, self-image and habits, remain unseen below the surface, just as the largest part of an iceberg is hidden underwater. The document argues that it is these underlying, unseen factors that drive a teacher's observable outstanding performance.
Inverting the classroom, improving student learningRobert Talbert
The traditional classroom model has the transmission of information done in the class and the assimilation of that info done outside the class. But does that make sense? Shouldn't the instructor be the most available to the students when they are working on the hardest tasks? The inverted classroom model says "yes", and puts the lecture outside the class while freeing up time in class to be spent on hard, authentic problems to solve. This talk is all about this inverted model.
SlideRabbit | Presentation Design | Nice to Meet You!SlideRabbit
SlideRabbit is a presentation design company founded in 2012 that provides high-quality design services for businesses and law firms. They have designed presentations for major companies across industries. SlideRabbit prides itself on exceeding client expectations by reviewing materials, generating concepts, designing visually appealing presentations, and making iterations until the final product is approved. The document provides examples of their design work and positive client testimonials praising SlideRabbit's responsiveness, quality, and ability to translate complex information into clear visual stories.
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.
Personality, attitudes, workplace behavior and motivation ( former)Kishwar Sayeed
This document discusses personality, attitudes, workplace behavior and motivation. It covers key topics such as:
- The "Big Five" model of personality traits including agreeableness, conscientiousness, extraversion, emotional stability, and openness.
- How attitudes are formed from the cognitive, affective and behavioral components and the relationship between attitudes and behavior.
- The importance of work ethics which encompasses honesty, pride in work, teamwork, communication and other values; unacceptable behaviors that can negatively impact employment are also addressed.
- Motivation and how an employee's motivation can impact their attitude, behavior and satisfaction in the workplace. Managers are encouraged to clearly communicate expectations, design engaging jobs
Internet of Things (IoT) - We Are at the Tip of An IcebergDr. Mazlan Abbas
You are likely benefitting from The Internet of Things (IoT) today, whether or not you’re familiar with the term. If your phone automatically connects to your car radio, or if you have a smartwatch counting your steps, congratulations! You have adopted one small piece of a very large IoT pie, even if you haven't adopted the name yet.
IoT may sound like a business buzzword, but in reality, it’s a real technological revolution that will impact everything we do. It's the next IT Tsunami of new possibility that is destined to change the face of technology, as we know it. IoT is the interconnectivity between things using wireless communication technology (each with their own unique identifiers) to connect objects, locations, animals, or people to the Internet, thus allowing for the direct transmission of and seamless sharing of data.
IoT represents a massive wave of technical innovation. Highly valuable companies will be built and new ecosystems will emerge from bridging the offline world with the online into one gigantic new network. Our limited understanding of the possibilities hinders our ability to see future applications for any new technology. Mainstream adoption of desktop computers and the Internet didn’t take hold until they became affordable and usable. When that occurred, fantastic and creative new innovation ensued. We are on the cusp of that tipping point with the Internet of Things.
IoT matters because it will create new industries, new companies, new jobs, and new economic growth. It will transform existing segments of our economy: retail, farming, industrial, logistics, cities, and the environment. It will turn your smartphone into the command center for the both digital and physical objects in your life. You will live and work smarter, not harder – and what we are seeing now is only the tip of the iceberg.
This document provides an overview of human resource management training. It includes an agenda covering HR management, planning, recruitment, selection, training and development, and performance management. There are sections on manpower planning, recruitment techniques and sources, selection tests including cognitive ability tests and interviews, training needs analysis, competency assessment, and performance appraisal. Diagrams illustrate the HR management cycle and how HR strategy links to business strategy and results. Evaluation of training and addressing bias in performance appraisal are also discussed. The document aims to provide fundamental information on key areas of HR management.
The document summarizes a fable about a colony of penguins whose iceberg home in Antarctica is melting due to climate change. Fred, an observant penguin, notices cracks in the iceberg and tries to warn the other penguins. At first the leaders do not believe him, but his warnings are eventually validated. A team is assembled to develop a solution, and they decide the colony should adopt a nomadic lifestyle and regularly change locations as the icebergs melt, rather than trying to repair the melting icebergs. The general assembly of penguins is informed of this new strategy.
The document discusses the competency iceberg model. The iceberg model illustrates that competencies have visible components like knowledge and skills above the surface, as well as hidden behavioral components below the surface like attitudes, traits, thinking styles, and self-image. These hidden components directly influence how knowledge and skills are used to perform job duties effectively. The iceberg model helps identify all necessary competencies for a job and develop them, though behavioral competencies below the surface require more intensive efforts like coaching or counseling.
Leadership Capability Frameworks: Why You Need OneAcorn
A leadership capability framework outlines the capabilities required of leaders to achieve business objectives and creates a common language around effective leadership. It allows organizations to assess leadership potential, manage ongoing capabilities, and align leadership development with business strategy. Developing a framework involves refining business priorities, conducting a capability audit of current leaders, deciding the key capabilities needed, and defining both hard and soft capabilities. The framework guides talent selection, development, and ensures the organization has leaders who can achieve strategic goals.
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
This document discusses competence and competency analysis. It defines competence as the abilities and qualifications needed to perform a job, while competency refers to the skills, knowledge, and behaviors required. Competence analysis identifies the elements of a job and acceptable performance standards. Competency analysis examines effective and ineffective behavioral dimensions. Approaches to analysis include expert opinion, structured interviews, workshops involving experts, and critical incident techniques that observe behaviors. Workshops are considered the best approach for competency analysis.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
The document discusses the seven deadly sins of talent management that can undermine an organization's ability to develop and retain top talent. The sins are: 1) Inept assessment, where managers fail to differentiate great talent from good; 2) Loose accountability, with underestimation of future leadership needs; 3) Tolerating protectionism that limits development across units; 4) Playing it too safe without challenging emerging leaders; 5) Settling for just good enough talent; 6) Failure to reinvent talent processes to fit the unique culture; and 7) Creating "credenza-ware" by treating talent reviews as annual events rather than ongoing processes. The article provides symptoms and solutions for addressing each sin.
The Medical Device practice of NextGen Global Executive Search uses a proprietary Performance Based Retained Search process in recruiting exceptional talent for clients.
With over 15 years in Medical Device recruitment services, we are industry expertise in surgical, disposables, plasma separation and blood collection, transfusion therapies, infusion pumps including IV, medical device diagnostic and monitoring units, renal and peritoneal for kidney dialysis nano and neuro R&D.
Our Medical Device recruiting team have successfully recruited top level talent for clients worldwide in Class I, II, and III Medical Devices by placing Surgeons, CXO’s, Administrators, EVP/SVP, VP, Directors, and Principals in engineering, systems design, sales, marketing, research, and software development. Our placements have resulted in lucrative IPO’s, M&A’s, market penetration and IP value for our clients.
We know the technology and the global marketplace for medical device including:
Surgical – non-invasive, diagnostic, and disposables
Plasma Separation and Blood Collection – transfusion therapies, processing systems
Infusion Pumps – IV fluids and medications, IV tubing and access devices
Heart Rate & Fitness – monitoring systems, blood glucose, blood pressure meters
Diagnostic & Monitoring Systems – portable medical devices, wireless, RFID
Renal – peritoneal, kidney dialysis, hemodailysis, CRRT
Software – medical imaging, blood analyzers
Biomedical – preclinical, research and development, nano and neuro
We confer with the Client early and often to gain a clear understanding of BOTH your needs/requirements AND the corporate goal in filling this position. We then define the Tangible Skills and Experiences required for your ideal medical device candidate by determining the critical goals and major business successes the candidate will be accountable for producing.
Our proprietary real-time hypothetical reasoning and situational scenario behavioral interviewing techniques reveal candidates that have the motivations, aptitudes, leadership, learning ability and intelligence, accomplishments, persistence, and adaptability to fit the specific role and move your medical device strategy forward
Have confidence in the transition process with our Executive Onboarding for a new leader or executive we recruit by maximizing the chances that the new leader will be engaged quickly with the company’s culture, the department’s people, and the executive team.
They aren’t synonyms for each other. Each have their own impacts on your business. And it’s easier to differentiate them than you might think.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
The document provides 7 steps for effective hiring: 1) Create clear job descriptions detailing both hard and soft skills, 2) Identify important soft skills like communication, interpersonal skills and adaptability, 3) Evaluate candidates' skills through aptitude testing to match skills to job requirements, 4) Leverage the DR GRAC model of desired results, guidelines, resources, accountability and consequences, 5) Learn to use team accountability and provide the right feedback, and 6) Recognize that ideal "purple squirrel" candidates don't exist and to look for the right aptitude and attitude instead of every possible skill. The document emphasizes assessing soft skills through testing and emphasizes the importance of accountability, feedback and developing
The document provides 7 steps for effective hiring: 1) Create clear job descriptions detailing both hard and soft skills, 2) Identify important soft skills like communication, interpersonal skills and adaptability, 3) Evaluate candidates' skills through aptitude testing to match skills to job requirements, 4) Leverage the DR GRAC model of desired results, guidelines, resources, accountability and consequences, 5) Learn to use team accountability and provide the right feedback, and 6) Recognize that ideal "purple squirrel" candidates don't exist and to look for the right aptitude and attitude instead of every possible skill. The document emphasizes assessing soft skills through testing and outlines the top 10 most important soft skills for
The document discusses the concepts of managerial excellence and business excellence. It defines managerial excellence as displaying strong leadership and management skills, obeying company policies, and getting the best from employees. Business excellence refers to outstanding organizational practices for achieving results based on fundamental values and models. The key aspects of managerial excellence are types of managers, required qualities, competencies, roles and skills. It emphasizes developing technical, human and conceptual skills through roles like monitoring, decision making, and people management.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
This presentation is from a seminar for managers, executives and business owners who are focused on building high performance team\'s in today\'s economy.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behaviors. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies center around problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, interactions, and decision-making power.
The document discusses how executive search consultants assess candidates' soft skills, which are important for job performance. It provides examples of behavioral questions used to evaluate candidates' leadership, adaptability, collaboration, and initiative. References are also questioned about a candidate's interpersonal skills, work ethic, and accomplishments. While technical skills are important, soft skills like emotional intelligence often determine which candidates are selected for roles.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
Leadership Assessment - Guide Railing Your Talent Path - InspireOneInspireone
A strong holistic leadership assessment process is
the backbone of a sustainable leadership pipeline
and consistently shows a more accurate prediction
of likely job performance
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.
Dheya provides services to help organizations unleash their people's potential through competency modeling and development. They help identify the competencies needed for peak performance and integrate these models with HR processes focused on development. Dheya designs custom competency models and assessments, and provides individualized development reports and plans to build leadership pipelines. Their unique tools and simulations are designed to reliably assess abilities, personality, behaviors, and competencies to help organizations develop successful leaders.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Production and Operation Management Lecture NotesFellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Ratio and Proportion, Indices and Logarithm Part 4FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Ratio and Proportion, Indices and Logarithm Part 2FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
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# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Ratio and Proportion, Indices and Logarithm Part 1FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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Limits and Continuity - Intuitive Approach part 3FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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Limits and Continuity - Intuitive Approach part 2FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
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# Students can catch up on notes they missed because of an absence.
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# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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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.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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!
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
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.
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