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And stress management techniques. These PDF's are
available for all VEDA students for free on www.veda-edu.com"
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Design and administer an effective selection process.
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Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
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Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
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The two dominant challenges to HIPO development are:
• Selection of participants
• Building effective development plans
In this webinar we will discuss:
Emerging thought leadership on the organizational/strategic perspective of succession planning
The selection of participants – deciding whom to groom
Practical tips and suggestions for creating a development plan for your own high potential employees
www.bizlibrary.com
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. What is employability ?
Employability is about being capable of getting
and keeping fulfilling work.
“Employability is having a set of skills,
knowledge, understanding and personal attributes
- that makes graduates more likely to gain
employment and be successful in their chosen
occupations , which benefit themselves , the
workplace , the community and the economy.
4. Things Recruiters Want To Hear:
People who can show they volunteer to do more than is
required of them in the workplace
People who “know what they don’t know”.
People who can explain what they did in a past job that
makes them valuable to a future employer.
People who can understand recruiters are professional
service providers who deserve respect.
People who make an effort to establish a mutually
beneficial relationship, by addressing them personally,
offering to help find other candidates for positions if they
aren’t the right fit themselves.
5. Personal responsibility or Individual Responsibility is the
idea that human beings choose, instigate, or otherwise
cause their own actions.
Decision-making is a key skill in the workplace, and is
particularly important if you want to be an effective
leader. Whether you're deciding which person to hire,
which supplier to use, or which strategy to pursue, the
ability to make a good decision with available information
is vital.
6. A significant part of decision making skills is in knowing
and practicing good decision making techniques.
One of the most practical decision making techniques can
be summarized in those simple decision making steps:
Identify the purpose of your decision. What is exactly
the problem to be solved? Why it should be solved?
Gather information. What factors does the problem
involve?
Identify the principles to judge the alternatives. What
standards and judgement criteria should the solution
meet?
7. Determine the best alternative. This is much easier after you
go through the above preparation steps.
Put the decision into action. Transform your decision into
specific plan of action steps. Execute your plan.
Evaluate the outcome of your decision and action steps. What
lessons can be learnt? This is an important step for further
development of your decision making skills and judgement.
8. ability to learn and
develop within the work role
Identify Priorities
Adopt a Good Attitude
Build Essential Skills
Time Management
Communication Skills
Stress
9. Soft Skills
Leadership Skills
Problem Solving
Emotional Intelligence
Understanding Creativity
Anything you can do to enhance these skills will pay off in the workplace.
10. employment legislation
•Minimum daily pay
•Meal breaks
•Payment of earnings
(paydays)
•Hours of work
•Overtime
•Annual vacation
•Vacation pay
•Employment of people
under 18
•Leave from work
•Termination
•Maternity leave
•Keeping records
•Sexual harassment
•Probationary periods
12. employment rights and
responsibilities
Employers and employees have responsibilities to each other
These rights and responsibilities relate to areas such as Health and
Safety
Employees are expected to carry out their work in a way that has
regard to the safety of others. Employers are expected to abide by a
range of requirements governing such aspects as providing safe
machinery and equipment, carrying out regular health and safety
checks, ensuring the training of employees in health and safety issues,
and carrying out a risk assessment to assess the dangers of particular
work activities.
13. setting and monitoring performance
objectives
In order to set effective objectives, the acronym SMART is often seen as a useful
tool. The key principles of SMART should be applied to each objective.
S Specfic What, and how, it should be done
M Measurable
Identifies how it will be known that the
activity has been achieved
A
Achievable
or Action-
orientated
A plan to deliver the objective is identified
R Realistic
The staff member has the resources and is
equipped to be able to do the activity
successfully
T Time-based
Clarity on any date/deadline by which the
activity needs to be completed. Allocating too
much time can sometimes negatively affect
the achievement of the objective
14. Contd…
Sales reports
Deadlines met
Accuracy reports
Documents
Proposals
Plans
Budget forecasts
It’s easy to see if your employee is achieving a sales target or submitting
accurate work .
15. uses of performance appraisals
salary levels and bonus
Payments
promotion
strengths and weaknesses
training needs
16. Appraisal criteria
Production data is information that is persistently stored and used by
professionals to conduct business processes. It must be accurate,
documented, and managed on an on-going basis to ensure its value to the
organization.
Personal data
Employees’ personal data should be kept safe, secure and up to date
by an employer.
Data an employer can keep about an employee includes:
name
address
date of birth
sex
education and qualifications
17. Contd…
work experience
National Insurance number
tax code
details of any known disability
emergency contact details
employment history with the organisation
employment terms and conditions (eg pay, hours of work,
holidays, benefits, absence)
any accidents connected with work
any training taken
18. Rating methods
Ranking
Stacked ranking is an employee evaluation method that slots a certain
percentage of employees into each of several levels of performance.
19. paired comparison
Method of evaluation in which each employee and job is compared with each
other employee and job.
Employee comparisons are performed usually on the basis of overall
performance, whereas job-evaluations are usually on the basis of skill,
knowledge, and time required in their performance.
Total number of employees (or jobs), however, places a limitation on this method
because such comparisons require N(N - 1) ÷ 2 pairs (where N is the number of
employees or jobs being compared).
21. Introduction
Management by objectives (MBO), is also known as management
by results(MBR), is a process of defining an objectives within
an organization so that management and employees agree to
the objectives and understand what they need to do in the
organization in order to achieve them.
MBO is a systematic and organized approach that allows
management to focus on achievable goals and to attain the best
possible results from available resources.
The concept of MBO is closely connected with the concept of
planning.
22. MBO Principles
Cascading of organizational goals and objectives
Specific objectives for each member
Participative decision making
Explicit time period
Performance evaluation and feedback
23. What are Objectives?
Work Objectives
Targets
Tasks/Projects
Behavioural Parameter
Values
Performance Improvement
Developmental Objectives
24. MBO Process
Collectively fixing objectives.
Collectively making a plan.
Subordinates implements the plan.
Collectively monitoring performance.
25. Where to use MBO?
The MBO style is appropriate for knowledge-based
enterprises when your staff is competent.
It is appropriate in situations where you wish to build
employees management and self-leadership skills and tap
their creativity, tacit knowledge and initiative.
Management by Objectives (MBO) is also used by chief
executives of multinational corporations (MNCs) for their
country managers abroad.
26. Advantages
Develops result-oriented philosophy
Formulation of dearer goals
Facilitates objective appraisal
Raises employee morale
Facilitates effective planning
Acts as motivational force
Facilitates effective control
Facilitates personal leadership
27. MBO In Organization
Glaxo Laboratories (India) Limited, now GLINDIA.
Xerox
Hewlett-Packard (HP)
Springfield Remanufacturing corporation
DuPont
28. Skills Audit
A skills audit is essentially a process for measuring and
recording the skills of an individual or group.
The main purpose for conducting a skills audit in an
organisation is to identify the skills and knowledge that
the organisation requires, as well as the skills and
knowledge that the organisation currently has.
29.
30.
31. evaluating self-management
Self-management skills are those abilities that allow an employee to
feel more productive when doing daily routine regardless of the
working environment.
Well-developed self-management skills will help you efficiently
communicate with co-workers, management and customers, make
right decisions, plan your working time, and keep your body healthy
32. Stress-Resistance - you can avoid many mistakes that people usually
make when being stressed out.
Problem Solving - use your brain as a mechanism for making right
decisions.
Communication - Productive employees always can efficiently
communicate with their colleagues and management.
Time Management
Memory - An ability to memorize events, names, facts, etc., allows an
employee to remember about everything he/she needs to do daily tasks
and duties.
Physical Activity - Keeping your body in good shape is a critical self-
management skill example.
33. personal and interpersonal
skills
personal skills refer to the abilities possessed by an
individual which are considered to be his/her strengths
interpersonal skills refer to the set of abilities required
by a person to communicate effectively and efficiently
with others.
34. A List of Interpersonal Skills Includes:
Verbal Communication - What we say and how we say it.
Non-Verbal Communication - What we communicate without words,
body language is an example.
Listening Skills - How we interpret both the verbal and non-verbal
messages sent by others.
Negotiation - Working with others to find a mutually agreeable (Win/Win)
outcome.
Problem Solving - Working with others to identify, define and solve
problems.
Decision Making – Exploring and analysing options to make sound
decisions.
Assertiveness – Communicating our values, ideas, beliefs, opinions, needs
and wants freely.
35. leadership skills
The ability to lead effectively is based on a number of key skills.
Leader A leader is one who
o Inspires a follower
o Accomplishes work
o Develops the follower
o Shows how to do the job
o Assumes obligations
o Overcome various obstacles in attaining the goal
36. Leadership
Leadership is lifting a person’s performance to a higher
standard, the building of a personality beyond his normal
limitations
Leadership is the process of influencing the behaviour of
others towards the accomplishment of goals in a given
situation.
The process by which a person motivates and guides the
group towards a visualized goal
37. Leadership Qualities
o Motivating capacity
o Courage
o Initiative ness
o Source of Knowledge
o Responsibility
o Integrity
o Ability to communicate
o Loyalty
38. Leadership Qualities
o Judgement
o Selflessness
o Problem solving capacity
o Openness to change
o Distant vision and close focus
o Balance
39. Ways to develop Leadership Qualities
Learn to think more critically
Do more to enthuse your team
Make your goals and future vision attractive and
attainable
Learn to communicate clearly
Improve your speaking skills
Organize and allocate workflow
Make sure work is done correctly and on time
40. Contd…
Find better ways to do things
Encourage progress and recognize efforts
Try to match individual skills and work
Build team spirit
Encourage people to work cooperatively
Recognize success and learn from failure
Trust your subordinates
42. Motivation Techniques
•Fair pay and conditions
•A comfortable, safe, working environment
•Opportunities for employees to socialize and make friends
•Clearly defined work responsibilities and goals
•Education and training opportunities
•Career opportunities
43. Rewards and Incentives
Leaders use a variety of rewards and incentives to
motivate employees.
“organizations use a variety of rewards to attract and
retain people and to motivate them to achieve their
personal and organizational goals.”
Through workplace rewards and incentives, employers and
workers enjoy a positive and productive work environment.
44. Manager’s role
The primary goal of a manager is “make people productive”.
In order to do that, they need to perform five functions:
Set objectives and establish the goals that employees
need to reach.
Organize tasks, coordinate his/her allocation, and
arrange the right roles for the right people.
Motivate and communicate in order to mould staffers
into cooperative teams and to convey information
continually up, down, and around the organization.
45. Establish targets and yardsticks that measure results
and clarify outcomes to ensure that the firm is moving in
the right direction.
Develop people through finding, training and nurturing
employees, a firm’s primary resource.
46. Essential roles of a manager
Hire great people
Performance management
Team development
Setting overall direction
Being an important and supportive team member
Doing unique work that no one else could or should do
Manage resources
Improve processes and quality
Self-development
47. Self-motivational factors
Maintain inner momentum and drive your business to
success by honing your personal motivational skills.
Healthy Self-Confidence. People who have a healthy level
of self-confidence are probable candidates for setting and
reaching goals.
Optimistic Attitude.
Setting Goals.
Supportive Environment.
Sweet Rewards.
48.
49. Opportunities and Threats to career
progression
Personal SWOT Analysis
Strengths
What advantages do you have that others don't have (for example, skills,
certifications, education, or connections)?
What do you do better than anyone else?
What personal resources can you access?
What do other people (and your boss, in particular) see as your strengths?
Which of your achievements are you most proud of?
What values do you believe in that others fail to exhibit?
Are you part of a network that no one else is involved in? If so, what
connections do you have with influential people?
50. Weaknesses
What tasks do you usually avoid because you don't feel confident doing them?
What will the people around you see as your weaknesses?
Are you completely confident in your education and skills training? If not,
where are you weakest?
What are your negative work habits (for example, are you often late, are you
disorganized, do you have a short temper, or are you poor at handling stress)?
Do you have personality traits that hold you back in your field? For instance, if
you have to conduct meetings on a regular basis, a fear of public speaking
would be a major weakness.
51. Opportunities
What new technology can help you? Or can you get help from others or from
people via the Internet?
Is your industry growing? If so, how can you take advantage of the current
market?
Do you have a network of strategic contacts to help you, or offer good advice?
What trends (management or otherwise) do you see in your company, and how
can you take advantage of them?
Are any of your competitors failing to do something important? If so, can you
take advantage of their mistakes?
Is there a need in your company or industry that no one is filling?
Do your customers or vendors complain about something in your company? If
so, could you create an opportunity by offering a solution?
52. You might find useful opportunities in the following:
Networking events, educational classes, or conferences.
A colleague going on an extended leave. Could you take on some of this
person's projects to gain experience?
A new role or project that forces you to learn new skills, like public speaking
or international relations.
A company expansion or acquisition. Do you have specific skills (like a second
language) that could help with the process?
53. Threats
What obstacles do you currently face at work?
Are any of your colleagues competing with you for projects or roles?
Is your job (or the demand for the things you do) changing?
Does changing technology threaten your position?
Could any of your weaknesses lead to threats?
54. aims and objectives
achievement dates
review dates;
learning programme/activities;
action plans;
personal development plan