Drivers of Career Change
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This document contains surveys of employees across generations and regions on various topics related to career development, including the impact of experience versus education, the importance of upgrading skills, likelihood of career changes, causes of career changes, resuming a career after a break, aspirations for executive positions, reasons for avoiding executive positions, and the best indicators of talent to employers. The surveys aim to understand differences in these areas according to demographics.
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The document discusses labor relations and employee unionization. It notes that how a company manages its employment relationships can impact productivity. When employees unionize, it creates challenges for HR management. Employees typically unionize to gain perceived economic or political benefits and power in numbers. Collective bargaining involves management and unions negotiating terms of employment in good faith to achieve win-win outcomes. Unions today need to develop partnerships with employers and seek mutual gains.
Increase your employability
The document discusses the concept of employability, which refers to a set of skills, knowledge, and attributes that make an individual qualified and successful in their chosen occupation. These include fundamental skills like reading and writing, personal management skills, and teamwork skills. It emphasizes that employability depends more on attributes like attitude, knowledge, skills, and ability to learn than mere qualifications. The ideal employee has relevant knowledge and skills as well as behaviors like a desire to learn, critical thinking, communication skills, responsibility, teamwork, and honesty.
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Jeffrey Vargas, CLO, Commodities Futures Trading Commission, Generational Insights During Lean Budget Times, Blackboard Federal Strategies Workshop 04/10/13
Lecture 1 prof practices
The document discusses the concepts of professions and professionalism. It defines professions as skilled occupations that require structured training and maintenance of skills. Professionalism involves keeping knowledge current, providing expertise objectively for the public good, and adhering to standards with integrity. Professional institutions establish requirements, standards and codes of conduct for their members. The document outlines some challenges to the concept of professions, such as claims of exercising monopoly and imbalance of power over clients. It also discusses legislation and issues relevant for IT professionals in the UK, such as data protection and intellectual property laws.
Effective Resume Writing
The document provides guidance on how to target a resume to employers' shortlists. It discusses resume contents, formats and layouts, and templates. It emphasizes that resumes should be targeted to specific employers and jobs, factual and concise, and an effective marketing tool. The document also reviews cover letters, references, and tips for an effective resume such as using action verbs and quantifying accomplishments.
How do we use engagement to maximum effect?
HOW DO WE USE ENGAGEMENT TO MAXIMUM EFFECT?
HOW IS ENGAGEMENT CREATED?
THE JOB DEMAND RESOURCES MODEL
WORK-RELATED RESOURCES
AUTONOMY - FEEDBACK - SOCIAL SUPPORT - COACHING
WORK PRESSURE
EMOTIONAL JOB REQUIREMENTS
MENTAL JOB REQUIREMENTS
PYSICAL JOB REQUIREMENTS
PERSONAL
RESOURCES
OPTIMISM - SELF-ESTEEM - SELF-EFFICACY
STRESS RESISTANCE
RESOURCES JOB DEMANDS
IN-ROL PERFORMANCE
EXTRA-ROL PERFORMANCE
CREATIVITY
FINANCIAL TURNOVER_
VITALITY
DEDICATION
ABSORPTION
HELPING TO ACHIEVE GOALS
PERSONAL DEVELOPMENT & GROWTH
Motivation
Energy
Welfare
Stress
PERFORMANCE
WHAT IS THE IMPACT OF RESOURCES & JOB DEMANDS?
AUTONOMY ONLY MAKES SENSE IF THERE ARE CHALLENGES
RESULTS (AT ORGANISATIONAL LEVEL)?
CHALLENGE EMPLOYEES TO USE RESOURCES TO OPTIMUM EFFECT
JOB EDMANDS HAVE A NEGATIVE IMPACT BUT RESOURCES HAVE AN EVEN GREATER IMPACT WHEN JOB DEMANDS ARE PRESENT AT A GOOD LEVEL
RESOURCES JOB DEMANDS
ASPECTS OF THE WORK THAT HELP ACHIEVE WORK-RELATED GOALS AND STIMULATE
PERSONAL DEVELOPMENT & GROWTH
ASPECTS OF THE WORK THAT REQUIRE PHYSICAL/ PSYCHOLOGICAL EFFORT!
MAIN CHALLENGE
=
FINDING THE RIGHT BALANCE
RESOURCES JOB DEMANDS
GET THE MOST FROM ENGAGED EMPLOYEES
HOW DO WE STIMULATE ENGAGEMENT?
STIMULATE EMPLOYEES SUFFICIENTLY TO DEVELOP THEIR POTENTIAL
CREATE AN OPTIMAL WORKING ENVIRONMENT
BY OFFERINGWORK-RELATED RESOURCES
WORK RELATEDRESOURCES
PERSONALRESOURCES
MEASURE AND STIMULATE
PERSONAL RESOURCES
AUTONOMY
FEEDBACK
SOCIAL SUPPORT
COACHING
OPTIMISM
SELF-ESTEEM
SELF-EFFICACY
STRESS RESISTANCE
SERVICE ORIENTATION
ENGAGEMENT
LOYALTY
1. ENGAGEMENT & PERFORMANCE
2. EFFECT ON CUSTOMER SERVICE
3. OBJECTIVE FINANCIAL PERFORMANCE
ORGANISATIONS WITH HIGHER LEVELS OF ENGAGEMENT ACHIEVE A BETTER “RETURN ON ASSETS”, GENERATE HIGHER PROFITS AND HAVE A HIGHER “SHAREHOLDER VALUE”.
CONCLUSION:
ORGANISATIONS THAT USE THEIR EMPLOYEES’ ENGAGEMENT TO OPTIMUM EFFECT STAND TO BENEFIT ON MANY LEVELS
Sources:
An overview of ten years of research into inspiration. Bakker A.B. (2009). Behaviour & Organisation.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.
Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage (2009). Macey, Schneider, Barbera & Young. BOOK.
3j 1 Personal Skills Development
The document discusses personal skills development and the career development process. It describes the importance of personal skills and attitudes for productivity. It outlines four aspects of development - personal, professional, team, and organizational. It also discusses the basic development process of induction, inclusion, competence development, plateau, and transition. It provides tips for improving skills and lists various means and sources of learning such as self-study, courses, coaching, and on-the-job training.
The Steps to Succession Planning Emergency Services
Identifying and preparing the next generation of leaders for your department is a critical responsi-bility. What will happen to all of the hard work you’ve put into your organization when it comes time for you to leave? Who will take your organization to the next level? Will they be ready to face the challenges that await them? Will they know how? Training your replacement takes work. Mak-ing a plan, finding a candidate, helping them develop, and handing off the reins isn’t just a good strategy; it is the only choice for your organization to survive. It can take time, money, and work and may seem counterintuitive to train people for a job they aren’t currently doing, but the “Train Your Replacement” mindset, and the four steps it requires, will help your organization get ready for the next set of challenges. This intensively participative workshop helps attendees evaluate their organization and themselves with the goal of “deepening the bench” of future emergency services leaders.
Teaching Formats:
-Lecture
-Question and Answer
Learning Objectives: At the conclusion of this program students will be able to:
- Utilize the “first steps-next steps-step up-step out” format of successful succession planning.
- Ask the key questions necessary to frame a succession plan or program.
- Outline the job requirements as they exist now and as they may exist 5 to 15 years into the leader-ship development process.
- Apply NFPA 1020 or NEMSMA 7 Pillars to leadership development in their organization.
- Link job performance requirements to knowledge, skills, and attitude requirements for positions that will need to be filled.
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The document discusses labor relations and employee unionization. It notes that how a company manages its employment relationships can impact productivity. When employees unionize, it creates challenges for HR management. Employees typically unionize to gain perceived economic or political benefits and power in numbers. Collective bargaining involves management and unions negotiating terms of employment in good faith to achieve win-win outcomes. Unions today need to develop partnerships with employers and seek mutual gains.
Increase your employability
The document discusses the concept of employability, which refers to a set of skills, knowledge, and attributes that make an individual qualified and successful in their chosen occupation. These include fundamental skills like reading and writing, personal management skills, and teamwork skills. It emphasizes that employability depends more on attributes like attitude, knowledge, skills, and ability to learn than mere qualifications. The ideal employee has relevant knowledge and skills as well as behaviors like a desire to learn, critical thinking, communication skills, responsibility, teamwork, and honesty.
Generational Insights During Lean Budget Times
Jeffrey Vargas, CLO, Commodities Futures Trading Commission, Generational Insights During Lean Budget Times, Blackboard Federal Strategies Workshop 04/10/13
Lecture 1 prof practices
The document discusses the concepts of professions and professionalism. It defines professions as skilled occupations that require structured training and maintenance of skills. Professionalism involves keeping knowledge current, providing expertise objectively for the public good, and adhering to standards with integrity. Professional institutions establish requirements, standards and codes of conduct for their members. The document outlines some challenges to the concept of professions, such as claims of exercising monopoly and imbalance of power over clients. It also discusses legislation and issues relevant for IT professionals in the UK, such as data protection and intellectual property laws.
Effective Resume Writing
The document provides guidance on how to target a resume to employers' shortlists. It discusses resume contents, formats and layouts, and templates. It emphasizes that resumes should be targeted to specific employers and jobs, factual and concise, and an effective marketing tool. The document also reviews cover letters, references, and tips for an effective resume such as using action verbs and quantifying accomplishments.
How do we use engagement to maximum effect?
HOW DO WE USE ENGAGEMENT TO MAXIMUM EFFECT?
HOW IS ENGAGEMENT CREATED?
THE JOB DEMAND RESOURCES MODEL
WORK-RELATED RESOURCES
AUTONOMY - FEEDBACK - SOCIAL SUPPORT - COACHING
WORK PRESSURE
EMOTIONAL JOB REQUIREMENTS
MENTAL JOB REQUIREMENTS
PYSICAL JOB REQUIREMENTS
PERSONAL
RESOURCES
OPTIMISM - SELF-ESTEEM - SELF-EFFICACY
STRESS RESISTANCE
RESOURCES JOB DEMANDS
IN-ROL PERFORMANCE
EXTRA-ROL PERFORMANCE
CREATIVITY
FINANCIAL TURNOVER_
VITALITY
DEDICATION
ABSORPTION
HELPING TO ACHIEVE GOALS
PERSONAL DEVELOPMENT & GROWTH
Motivation
Energy
Welfare
Stress
PERFORMANCE
WHAT IS THE IMPACT OF RESOURCES & JOB DEMANDS?
AUTONOMY ONLY MAKES SENSE IF THERE ARE CHALLENGES
RESULTS (AT ORGANISATIONAL LEVEL)?
CHALLENGE EMPLOYEES TO USE RESOURCES TO OPTIMUM EFFECT
JOB EDMANDS HAVE A NEGATIVE IMPACT BUT RESOURCES HAVE AN EVEN GREATER IMPACT WHEN JOB DEMANDS ARE PRESENT AT A GOOD LEVEL
RESOURCES JOB DEMANDS
ASPECTS OF THE WORK THAT HELP ACHIEVE WORK-RELATED GOALS AND STIMULATE
PERSONAL DEVELOPMENT & GROWTH
ASPECTS OF THE WORK THAT REQUIRE PHYSICAL/ PSYCHOLOGICAL EFFORT!
MAIN CHALLENGE
=
FINDING THE RIGHT BALANCE
RESOURCES JOB DEMANDS
GET THE MOST FROM ENGAGED EMPLOYEES
HOW DO WE STIMULATE ENGAGEMENT?
STIMULATE EMPLOYEES SUFFICIENTLY TO DEVELOP THEIR POTENTIAL
CREATE AN OPTIMAL WORKING ENVIRONMENT
BY OFFERINGWORK-RELATED RESOURCES
WORK RELATEDRESOURCES
PERSONALRESOURCES
MEASURE AND STIMULATE
PERSONAL RESOURCES
AUTONOMY
FEEDBACK
SOCIAL SUPPORT
COACHING
OPTIMISM
SELF-ESTEEM
SELF-EFFICACY
STRESS RESISTANCE
SERVICE ORIENTATION
ENGAGEMENT
LOYALTY
1. ENGAGEMENT & PERFORMANCE
2. EFFECT ON CUSTOMER SERVICE
3. OBJECTIVE FINANCIAL PERFORMANCE
ORGANISATIONS WITH HIGHER LEVELS OF ENGAGEMENT ACHIEVE A BETTER “RETURN ON ASSETS”, GENERATE HIGHER PROFITS AND HAVE A HIGHER “SHAREHOLDER VALUE”.
CONCLUSION:
ORGANISATIONS THAT USE THEIR EMPLOYEES’ ENGAGEMENT TO OPTIMUM EFFECT STAND TO BENEFIT ON MANY LEVELS
Sources:
An overview of ten years of research into inspiration. Bakker A.B. (2009). Behaviour & Organisation.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career development international, 13(3), 209-223.
Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage (2009). Macey, Schneider, Barbera & Young. BOOK.
3j 1 Personal Skills Development
The document discusses personal skills development and the career development process. It describes the importance of personal skills and attitudes for productivity. It outlines four aspects of development - personal, professional, team, and organizational. It also discusses the basic development process of induction, inclusion, competence development, plateau, and transition. It provides tips for improving skills and lists various means and sources of learning such as self-study, courses, coaching, and on-the-job training.
The Steps to Succession Planning Emergency Services
Identifying and preparing the next generation of leaders for your department is a critical responsi-bility. What will happen to all of the hard work you’ve put into your organization when it comes time for you to leave? Who will take your organization to the next level? Will they be ready to face the challenges that await them? Will they know how? Training your replacement takes work. Mak-ing a plan, finding a candidate, helping them develop, and handing off the reins isn’t just a good strategy; it is the only choice for your organization to survive. It can take time, money, and work and may seem counterintuitive to train people for a job they aren’t currently doing, but the “Train Your Replacement” mindset, and the four steps it requires, will help your organization get ready for the next set of challenges. This intensively participative workshop helps attendees evaluate their organization and themselves with the goal of “deepening the bench” of future emergency services leaders.
Teaching Formats:
-Lecture
-Question and Answer
Learning Objectives: At the conclusion of this program students will be able to:
- Utilize the “first steps-next steps-step up-step out” format of successful succession planning.
- Ask the key questions necessary to frame a succession plan or program.
- Outline the job requirements as they exist now and as they may exist 5 to 15 years into the leader-ship development process.
- Apply NFPA 1020 or NEMSMA 7 Pillars to leadership development in their organization.
- Link job performance requirements to knowledge, skills, and attitude requirements for positions that will need to be filled.
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This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
Digital age of assessment (SABPP discussion)
In this presentation, I outline the future of assessment - and how it *could* work digitally.
In all cases of assessment, there is a clear need for
- a set of objective measurable standards.
- a portfolio of evidence (and every industry requires this differently)
- a credible assessor (Subject Matter Expert)
- a technology to bring the 2 together.
Enjoy a simple experiment of assessment
When you get to slide 8 click this link and see a portfolio of evidence item: https://youtu.be/13mGOeMi4xU
And then, without prejudice, conduct an assessment on the muso using the following assessment criteria:
1. Knowledge: did they remember the Words?
2. Skills: did they sing in tune and in tempo?
3. Desire: Were they enjoying what they are doing?
Well done you have done an assessment... let us know if you want to know more about the tech that enables the portfolio.
Sabpp digital age of assessment
The document discusses preparing for the future workplace and assessing skills. It asks several questions about having the correct certification, skills, knowledge and experience for tomorrow's workplace. It also questions whether certification is needed and if it can be achieved without formal training. The document then discusses current and required job role competencies, competency gaps, and ways to upskill through peer learning, skills assessments and other methods. It presents assessment as a process involving standards, measures, evidence and building a portfolio of evidence. Recognition of prior learning is also discussed as a process involving knowledge, skills and desire.
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The document discusses improving employee engagement through better employee experience. It notes that engaged employees lead to higher customer loyalty, profitability, and productivity for companies. However, many business transformation efforts fail due to lack of engagement. The document recommends six key steps to improve employee experience: 1) have a clear strategy and values, 2) effectively translate the strategy, 3) align employees, 4) listen to feedback, 5) share insights, and 6) use insights to improve. It also discusses challenges with current internal communication methods and trends toward more personalized, real-time communication across multiple platforms.
Building the Ideal Employee Lifecycle for your Employees
Employee experience matters.
How can you ensure that each stage of their experience is optimized? How does the employee lifecycle shift for expat employees? The immigration and relocation process can become game changers for your employee’s experience.
Experts from UrbanBound and Envoy, a leading immigration services provider, will walk through the ideal employee journey for foreign national and expat employees.
Want to watch the webinar recording? Click here: http://resources.urbanbound.com/webinar-building-the-ideal-expat-journey
Natural Resources: Career Development in Europe and Asia
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
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Employee engagement describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees are more likely to be productive and higher performing. An organization can measure engagement through surveys and use the insights to identify areas for improvement and develop strategies to enhance engagement. Strategies like recognition programs, training opportunities, and employee well-being initiatives can boost engagement. However, sustaining engagement requires continuous effort as workforce needs change over time.
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The document proposes a tracking and reporting database to evaluate the effectiveness of a social program that places candidates in jobs. It outlines six key questions to be answered, such as how candidates progress in the workplace and what factors contribute to long-term employment. Multiple stages of the proposed process are described, including gathering primary inputs from employers and agencies. Sample tables, forms and metrics are provided that would be tracked over time, such as hiring rates, wage increases, and employer satisfaction. Considerations are discussed around defining terms, validating metrics, and precisely tracking and aggregating data.
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This report shows new trends about Worker Preferences and Workplace Agility in Europe and Asia for the Financial Services Industry.
ISMITES5
The document proposes a continuous levelized system of vocational education in India to address high unemployment rates. It notes that 80% of the Indian workforce lacks marketable skills, and only 25% are considered employable. It recommends implementing vocational education as a compulsory subject from primary school through tertiary education to provide students coherent career-oriented courses. This would boost employability and economic growth by increasing the skilled workforce in secondary and tertiary sectors. An organizational structure and curriculum framework is outlined to manage and deliver the vocational training program nationwide.
Life Sciences: Career Development in Europe and Asia
This report shows new trends about Career Development in Europe and Asia for the Life Sciences Industry.
The plight of older workers
This document discusses the plight of older workers and barriers they face in obtaining employment. It begins by defining who older workers are, including a wide range of experiences and education levels. It then examines reasons why older workers are out of work, such as the recession, health issues, and obsolete job skills. Barriers to employment for older workers are explored, such as lack of recent job search experience, ageism myths, and inadequate assistance programs. The document concludes by suggesting ways to help older workers transition back into the workforce, such as targeted training programs, resume assistance, and combating common ageism myths.
Career Development in Europe and Asia
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
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Best Practices in Managing Employee Turnover
You spend too much time and energy to get the right people on your team to just stop worrying about them once they're on. This slideshare looks at employee turnover and how you can minimize it.
The skills development act
The Skills Development Act was developed in South Africa to address skills shortages among unemployed people that resulted from apartheid. It aims to develop skills of existing workers and improve business competitiveness. Key aspects of the Act include skills levies paid by companies to fund training through Sector Education and Training Authorities, learnerships to provide workplace training, and a framework for qualifications. The Act seeks to improve productivity while giving workers access to skills development.
Natural Resources: Worker Preferences and Workplace Agility
This report shows new trends about Worker Preferences and Workplace Agility in Europe and Asia for the Natural Resources Industry.
Financial Services: Career Development in Europe and Asia
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
Digital age of assessment (SABPP discussion)
In this presentation, I outline the future of assessment - and how it *could* work digitally.
In all cases of assessment, there is a clear need for
- a set of objective measurable standards.
- a portfolio of evidence (and every industry requires this differently)
- a credible assessor (Subject Matter Expert)
- a technology to bring the 2 together.
Enjoy a simple experiment of assessment
When you get to slide 8 click this link and see a portfolio of evidence item: https://youtu.be/13mGOeMi4xU
And then, without prejudice, conduct an assessment on the muso using the following assessment criteria:
1. Knowledge: did they remember the Words?
2. Skills: did they sing in tune and in tempo?
3. Desire: Were they enjoying what they are doing?
Well done you have done an assessment... let us know if you want to know more about the tech that enables the portfolio.
Sabpp digital age of assessment
The document discusses preparing for the future workplace and assessing skills. It asks several questions about having the correct certification, skills, knowledge and experience for tomorrow's workplace. It also questions whether certification is needed and if it can be achieved without formal training. The document then discusses current and required job role competencies, competency gaps, and ways to upskill through peer learning, skills assessments and other methods. It presents assessment as a process involving standards, measures, evidence and building a portfolio of evidence. Recognition of prior learning is also discussed as a process involving knowledge, skills and desire.
The 2020 Talent Challenge
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Solving the Employee Engagement Problem
The document discusses improving employee engagement through better employee experience. It notes that engaged employees lead to higher customer loyalty, profitability, and productivity for companies. However, many business transformation efforts fail due to lack of engagement. The document recommends six key steps to improve employee experience: 1) have a clear strategy and values, 2) effectively translate the strategy, 3) align employees, 4) listen to feedback, 5) share insights, and 6) use insights to improve. It also discusses challenges with current internal communication methods and trends toward more personalized, real-time communication across multiple platforms.
Building the Ideal Employee Lifecycle for your Employees
Employee experience matters.
How can you ensure that each stage of their experience is optimized? How does the employee lifecycle shift for expat employees? The immigration and relocation process can become game changers for your employee’s experience.
Experts from UrbanBound and Envoy, a leading immigration services provider, will walk through the ideal employee journey for foreign national and expat employees.
Want to watch the webinar recording? Click here: http://resources.urbanbound.com/webinar-building-the-ideal-expat-journey
Natural Resources: Career Development in Europe and Asia
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
Welingkar PPT on Recruitment MBA Specialisation
Employee engagement describes the level of enthusiasm and dedication a worker feels toward their job. Engaged employees are more likely to be productive and higher performing. An organization can measure engagement through surveys and use the insights to identify areas for improvement and develop strategies to enhance engagement. Strategies like recognition programs, training opportunities, and employee well-being initiatives can boost engagement. However, sustaining engagement requires continuous effort as workforce needs change over time.
Scp tracking and reporting proposal
The document proposes a tracking and reporting database to evaluate the effectiveness of a social program that places candidates in jobs. It outlines six key questions to be answered, such as how candidates progress in the workplace and what factors contribute to long-term employment. Multiple stages of the proposed process are described, including gathering primary inputs from employers and agencies. Sample tables, forms and metrics are provided that would be tracked over time, such as hiring rates, wage increases, and employer satisfaction. Considerations are discussed around defining terms, validating metrics, and precisely tracking and aggregating data.
Workforce Florida presentation to FAPSC
This presentation provides an overview of the workforce system in Florida as it prepares to deploy Recovery Act funds as an investment in 21st century talent solutions.
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If you want to raise your company’s talent bar, you first need to know where the bar is set. Learn from Lou Adler that measuring quality of hire starts by defining it, how to get hiring managers on-board, forget the interview, and conduct a pre-hire performance review instead, and how big data raises your company’s talent bar.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEafAttrition
This presentation tells about what strategies different IT companies are adopting to reduce the attrition rate.
Financial Services: Worker Preferences and Workplace Agility
This report shows new trends about Worker Preferences and Workplace Agility in Europe and Asia for the Financial Services Industry.
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The document proposes a continuous levelized system of vocational education in India to address high unemployment rates. It notes that 80% of the Indian workforce lacks marketable skills, and only 25% are considered employable. It recommends implementing vocational education as a compulsory subject from primary school through tertiary education to provide students coherent career-oriented courses. This would boost employability and economic growth by increasing the skilled workforce in secondary and tertiary sectors. An organizational structure and curriculum framework is outlined to manage and deliver the vocational training program nationwide.
Life Sciences: Career Development in Europe and Asia
This report shows new trends about Career Development in Europe and Asia for the Life Sciences Industry.
The plight of older workers
This document discusses the plight of older workers and barriers they face in obtaining employment. It begins by defining who older workers are, including a wide range of experiences and education levels. It then examines reasons why older workers are out of work, such as the recession, health issues, and obsolete job skills. Barriers to employment for older workers are explored, such as lack of recent job search experience, ageism myths, and inadequate assistance programs. The document concludes by suggesting ways to help older workers transition back into the workforce, such as targeted training programs, resume assistance, and combating common ageism myths.
Career Development in Europe and Asia
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
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Life Sciences: Career Development in Europe and Asia
Drivers of Career Change
- 1. IMPACT OF JOB EXPERIENCE AND FORMAL EDUCATION ON CAREERS IN THE DEVELOPMENT OF YOUR CAREER, WHAT HAS BEEN MOST IMPORTANT—EXPERIENCE OR FORMAL EDUCATION? (BY GENERATION)
- 2. IMPACT OF JOB EXPERIENCE AND FORMAL EDUCATION ON CAREERS IN THE DEVELOPMENT OF YOUR CAREER, WHAT HAS BEEN MOST IMPORTANT— EXPERIENCE OR FORMAL EDUCATION?(BY REGION)
- 3. IMPORTANCE OF UPGRADING QUALIFICATIONS AND SKILLS IN ORDER TO PROGRESS YOURCAREER, HOW IMPORTANT IS IT THAT YOU UPGRADE YOUR QUALIFICATIONS AND/OR SKILLS?(BY GENERATION AND REGION)
- 4. LIKELIHOOD OF CAREER CHANGE DO YOU ANTICIPATE HAVING TO CHANGE YOUR CAREER OR FIELD OF WORK WITHIN THE NEXT FIVE YEARS?(BY GENERATION AND REGION)
- 5. CAUSES OF CAREER CHANGE WHAT WOULD CAUSE YOU TO CHANGE YOUR CAREER OR FIELD OF WORK?(BY GENERATION)
- 6. CAUSES OF CAREER CHANGE WHAT WOULD CAUSE YOU TO CHANGE YOUR CAREER OR FIELD OF WORK?(BY REGION)
- 7. RESUMING CAREER AFTER A BREAK IF YOU HAD A BREAK IN YOUR EMPLOYMENT (MATERNAL/PATERNAL LEAVE, ILLNESS, EXTENDED HOLIDAY), DO YOU THINK YOU WOULD BE ABLE TO RESUME YOUR CAREER AT THE SAME LEVEL? (BY GENERATION AND REGION)
- 8. ADVANCING TO AN EXECUTIVE POSITION DO YOU HAVE ASPIRATIONS TO ADVANCE TO AN EXECUTIVE POSITION? (BY GENERATION AND REGION)
- 9. REASONS FOR AVOIDING EXECUTIVE ROLES IF YOU DO NOT ASPIRE TO AN EXECUTIVE ROLE, WHY NOT?(BY GENERATION)
- 10. REASONS FOR AVOIDING EXECUTIVE ROLES IF YOU DO NOT ASPIRE TO AN EXECUTIVE ROLE, WHY NOT? (BY REGION)
- 11. BEST INDICATOR OF TALENT IN YOUR EXPERIENCE, WHEN LOOKING FOR A JOB, WHAT IS THE BEST INDICATOR OF YOUR TALENT TO A PROSPECTIVE EMPLOYER? (BY GENERATION)
- 12. BEST INDICATOR OF TALENT IN YOUR EXPERIENCE, WHEN LOOKING FOR A JOB, WHAT IS THE BEST INDICATOR OF YOUR TALENT TO A PROSPECTIVE EMPLOYER?(BY REGION)