The document summarizes key findings from surveys of over 1,000 business executives and hiring managers regarding their views on the value of a college education and the preparedness of recent college graduates. Some of the main findings include:
- Most executives and hiring managers express confidence in colleges/universities and see a college degree as important or very important. However, many think colleges need to improve in ensuring graduates have the skills needed for the workplace.
- Employers find it difficult to fill many open positions and want colleges to better prepare graduates for success in entry-level jobs and ability to advance.
- Executives prioritize skills like critical thinking, written communication, and problem-solving but feel graduates are less
Randstad's Employer Brand Research 2018 - USARandstad USA
In this tight labor market, the war for talent is tougher than ever before. Now more than ever, an employer’s reputation is critical to attracting skilled workers. According to the 2018 Randstad Employer Brand Research, we are seeing dramatic shifts in attitudes that indicate employees want more than just an attractive salary and benefits. This year's U.S. report will give you insights into:
-the attributes job seekers value most in an employer
-what makes employees stay or leave their companies
-the attractiveness of your sector and how it compares to others
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document provides an overview of talent trends in Malaysia based on a survey of over 570 employed professionals. Some key findings include:
- 26% of Malaysian professionals are actively seeking their next role, while 40% are open to talking to recruiters and 22% are reaching out to their network.
- The majority (73%) report being satisfied in their current job, though active candidates have higher dissatisfaction levels than passive candidates.
- When considering new roles, active candidates prioritize advancement opportunities while passive candidates prioritize compensation and benefits. Job title and location are less important.
- Malaysian professionals are very passionate about their work and regularly network, update profiles, and research career opportunities to advance themselves.
The document summarizes the results of a survey of over 570 employed workers in Singapore about their attitudes towards job seeking, satisfaction, and career evaluation. Some key findings:
- 27% of respondents in Singapore describe themselves as actively looking for their next role, while 40% are open to talking to recruiters.
- The top motivations for active candidates to change jobs are opportunities for advancement and learning, while passive candidates prioritize compensation and work-life balance.
- Job title and office location are the least important factors for candidates when considering new jobs. Having a reputation as a great place to work is considered the most important factor in picking an employer.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Workplace Strategies For The Economy Recovery1Monster
Workplace strategies for the economic recovery and solving the retention riddle featuring Roy G Krause (President & CEO SFN Group) and Brendan A. J. Courtney (President of the Mergis Group & Todays Office Professionals).
SAP Senior Director of Diversity Nicole McCabe discussed the rapidly changing global workforce during her presentation at the 2014 Human Capital Leadership Forum in New York on Oct. 21. In her presentation, McCabe discussed the results of a recent study of 2,400 executives and 2,700 employees about the current workforce.
According to McCabe, the study showed the global workforce is becoming more flexible and diverse. In addition, McCabe pointed out feedback is crucial for today’s executives and employees, and the ” millennial generation” is changing the way many organizations look at the global workforce. However, McCabe pointed out millennials are still concerned about retirement, training and other traditional benefits when they evaluate potential employers: “The millennials really aren’t as different as we think … Many of them still look at compensation as the most important factor for choosing a role and staying with the job. They’re also concerned about things like retirement and training and development, but we were a little surprised to find that having meaning and having purpose were not a priority in staying at the same position.”
McCabe noted learning and growing within an organization is important to millennials. She also pointed out compensation is the most important consideration for millennials, and today’s employers may need to rethink their compensation strategies to ensure they can find the most qualified candidates to fill vacancies: “You see these gaps where the employees are focusing on compensation, yet not a lot of companies are offering great compensation plans. We also see things about retirement plans for employees; they want those things but employers are not often offering those to the employees. I think that we need to look at this and as employers ourselves today it’s time to look at our compensation strategy.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/2014-human-capital-leadership-forum-nicole-mccabe-senior-director-of-diversity-sap/#sthash.vKSfOEDh.dpuf
State of Workplace Learning and Development -2018Mettl
Most organizations have structured L&D programs focused on improving employee performance. However, getting employees to attend training is a major challenge. While over 50% of organizations increased their L&D budgets in 2018, spending varies between departments and employee levels. Senior level employees receive over 3 times the L&D spending of entry level employees. Blended learning is considered the most effective delivery method, but proving the ROI of L&D to leaders remains difficult. Pre- and post-training assessments are seen as the best way to measure L&D success.
Randstad's Employer Brand Research 2018 - USARandstad USA
In this tight labor market, the war for talent is tougher than ever before. Now more than ever, an employer’s reputation is critical to attracting skilled workers. According to the 2018 Randstad Employer Brand Research, we are seeing dramatic shifts in attitudes that indicate employees want more than just an attractive salary and benefits. This year's U.S. report will give you insights into:
-the attributes job seekers value most in an employer
-what makes employees stay or leave their companies
-the attractiveness of your sector and how it compares to others
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document provides an overview of talent trends in Malaysia based on a survey of over 570 employed professionals. Some key findings include:
- 26% of Malaysian professionals are actively seeking their next role, while 40% are open to talking to recruiters and 22% are reaching out to their network.
- The majority (73%) report being satisfied in their current job, though active candidates have higher dissatisfaction levels than passive candidates.
- When considering new roles, active candidates prioritize advancement opportunities while passive candidates prioritize compensation and benefits. Job title and location are less important.
- Malaysian professionals are very passionate about their work and regularly network, update profiles, and research career opportunities to advance themselves.
The document summarizes the results of a survey of over 570 employed workers in Singapore about their attitudes towards job seeking, satisfaction, and career evaluation. Some key findings:
- 27% of respondents in Singapore describe themselves as actively looking for their next role, while 40% are open to talking to recruiters.
- The top motivations for active candidates to change jobs are opportunities for advancement and learning, while passive candidates prioritize compensation and work-life balance.
- Job title and office location are the least important factors for candidates when considering new jobs. Having a reputation as a great place to work is considered the most important factor in picking an employer.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Workplace Strategies For The Economy Recovery1Monster
Workplace strategies for the economic recovery and solving the retention riddle featuring Roy G Krause (President & CEO SFN Group) and Brendan A. J. Courtney (President of the Mergis Group & Todays Office Professionals).
SAP Senior Director of Diversity Nicole McCabe discussed the rapidly changing global workforce during her presentation at the 2014 Human Capital Leadership Forum in New York on Oct. 21. In her presentation, McCabe discussed the results of a recent study of 2,400 executives and 2,700 employees about the current workforce.
According to McCabe, the study showed the global workforce is becoming more flexible and diverse. In addition, McCabe pointed out feedback is crucial for today’s executives and employees, and the ” millennial generation” is changing the way many organizations look at the global workforce. However, McCabe pointed out millennials are still concerned about retirement, training and other traditional benefits when they evaluate potential employers: “The millennials really aren’t as different as we think … Many of them still look at compensation as the most important factor for choosing a role and staying with the job. They’re also concerned about things like retirement and training and development, but we were a little surprised to find that having meaning and having purpose were not a priority in staying at the same position.”
McCabe noted learning and growing within an organization is important to millennials. She also pointed out compensation is the most important consideration for millennials, and today’s employers may need to rethink their compensation strategies to ensure they can find the most qualified candidates to fill vacancies: “You see these gaps where the employees are focusing on compensation, yet not a lot of companies are offering great compensation plans. We also see things about retirement plans for employees; they want those things but employers are not often offering those to the employees. I think that we need to look at this and as employers ourselves today it’s time to look at our compensation strategy.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/2014-human-capital-leadership-forum-nicole-mccabe-senior-director-of-diversity-sap/#sthash.vKSfOEDh.dpuf
State of Workplace Learning and Development -2018Mettl
Most organizations have structured L&D programs focused on improving employee performance. However, getting employees to attend training is a major challenge. While over 50% of organizations increased their L&D budgets in 2018, spending varies between departments and employee levels. Senior level employees receive over 3 times the L&D spending of entry level employees. Blended learning is considered the most effective delivery method, but proving the ROI of L&D to leaders remains difficult. Pre- and post-training assessments are seen as the best way to measure L&D success.
Preparing Leaders for the Workforce of the FutureAnne Loehr
There are big changes coming to the American workforce. In order to survive and thrive in the very different workplace of tomorrow, organizations need to know, plan and stay in front of these changes. Here's a sneak peek to my keynote, "Preparing Leaders for the Workforce of the Future."
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
The pandemic has affected where, when and how creatives work, presenting opportunities and challenges for professionals and employers. To learn more about creative professionals' careers and workplace preferences, The Creative Group partnered with AIGA, the professional association for design, to survey more than 400 of their members who work at in-house creative departments and agencies in the U.S. Check out the survey results in this SlideShare.
What Leaders at top companies do to drive predictive performance and engagement.Aon Hewitt Middle East
Insights into Aon Hewitt's global Top Companies for Leaders study, in particular, what leaders at top companies do to drive predictive performance and engagement.
Shifting Away From Annual Performance Reviews to Increase Productivity and En...Cornerstone OnDemand
Discover how shifting away from annual performance reviews can boost employee engagement and productivity within your organisation.
Presented by Geoffroy de Lestrange, Product Marketing Manager, EMEA Cornerstone
This document summarizes the results of a 2013 HR challenges survey conducted with 164 organizations globally. The top challenge reported overall was retaining key talent/high performers/potentials (45%). When analyzed by region, Asian organizations reported talent retention as their top challenge (55%), while Turkish organizations reported measuring HR effectiveness as their top challenge (40%) and North American organizations reported talent retention as their top challenge (46%). The document provides detailed rankings of HR challenges for the overall responses and for the Asia, Turkey, and North America regional analyses.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Financial Services: Career Development in Europe and AsiaKelly Services
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
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The document discusses strategies for building a great workplace in six industries that frequently appear on the Fortune 100 Best Companies to Work For list, including information technology, healthcare, financial services, manufacturing, professional services, and retail. It provides an overview of each industry and examines elements of the employee experience, policies, and management practices at companies in these industries. For information technology companies on the list, the document notes that employees report the most consistently positive experiences and highlights strategies these companies use like providing ongoing training, allowing innovation to thrive, and empowering employees.
We all know that the competition for talent is fierce. More importantly, the rules of the game are changing. With the rise of social recruiting and shifts in what Millennials want out of their careers, it's more important than ever to be aware of the recruitment landscape and have a strategic plan when you arrive on campus this Fall.
Universum America's Vice President of Advisory Services, John Flato, will explore trends on:
- Winning your best hiring class through technology
- Adapting to a globalizing recruitment stage
- Aligning yourself with Millennial career preferences
This webinar will not just explore changing in campus recruiting, but how you can adapt.
Why should Higher Education transform the way it prepares students for careers? This presentation gives four reasons: Student expectations; employer needs; government intervention, and Higher Ed imperatives.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
This document summarizes a presentation on recruitment and retention strategies for businesses facing challenges hiring and keeping employees. It discusses how the agricultural labor market will see shortages in the coming years due to retirements, fewer students majoring in agriculture, and increased competition for skilled workers. The presentation provides strategies for businesses to "weatherproof" themselves including reducing turnover by focusing on employee satisfaction, streamlining hiring to find the right cultural fits, developing employees, and establishing a strong employer brand to attract top talent. It emphasizes the importance of communication, knowledge transfer within companies, and leaders who champion continuous internal recruiting.
Preparing Leaders for the Workforce of the FutureAnne Loehr
There are big changes coming to the American workforce. In order to survive and thrive in the very different workplace of tomorrow, organizations need to know, plan and stay in front of these changes. Here's a sneak peek to my keynote, "Preparing Leaders for the Workforce of the Future."
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
The pandemic has affected where, when and how creatives work, presenting opportunities and challenges for professionals and employers. To learn more about creative professionals' careers and workplace preferences, The Creative Group partnered with AIGA, the professional association for design, to survey more than 400 of their members who work at in-house creative departments and agencies in the U.S. Check out the survey results in this SlideShare.
What Leaders at top companies do to drive predictive performance and engagement.Aon Hewitt Middle East
Insights into Aon Hewitt's global Top Companies for Leaders study, in particular, what leaders at top companies do to drive predictive performance and engagement.
Shifting Away From Annual Performance Reviews to Increase Productivity and En...Cornerstone OnDemand
Discover how shifting away from annual performance reviews can boost employee engagement and productivity within your organisation.
Presented by Geoffroy de Lestrange, Product Marketing Manager, EMEA Cornerstone
This document summarizes the results of a 2013 HR challenges survey conducted with 164 organizations globally. The top challenge reported overall was retaining key talent/high performers/potentials (45%). When analyzed by region, Asian organizations reported talent retention as their top challenge (55%), while Turkish organizations reported measuring HR effectiveness as their top challenge (40%) and North American organizations reported talent retention as their top challenge (46%). The document provides detailed rankings of HR challenges for the overall responses and for the Asia, Turkey, and North America regional analyses.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Financial Services: Career Development in Europe and AsiaKelly Services
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
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The document discusses strategies for building a great workplace in six industries that frequently appear on the Fortune 100 Best Companies to Work For list, including information technology, healthcare, financial services, manufacturing, professional services, and retail. It provides an overview of each industry and examines elements of the employee experience, policies, and management practices at companies in these industries. For information technology companies on the list, the document notes that employees report the most consistently positive experiences and highlights strategies these companies use like providing ongoing training, allowing innovation to thrive, and empowering employees.
We all know that the competition for talent is fierce. More importantly, the rules of the game are changing. With the rise of social recruiting and shifts in what Millennials want out of their careers, it's more important than ever to be aware of the recruitment landscape and have a strategic plan when you arrive on campus this Fall.
Universum America's Vice President of Advisory Services, John Flato, will explore trends on:
- Winning your best hiring class through technology
- Adapting to a globalizing recruitment stage
- Aligning yourself with Millennial career preferences
This webinar will not just explore changing in campus recruiting, but how you can adapt.
Why should Higher Education transform the way it prepares students for careers? This presentation gives four reasons: Student expectations; employer needs; government intervention, and Higher Ed imperatives.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
This document summarizes a presentation on recruitment and retention strategies for businesses facing challenges hiring and keeping employees. It discusses how the agricultural labor market will see shortages in the coming years due to retirements, fewer students majoring in agriculture, and increased competition for skilled workers. The presentation provides strategies for businesses to "weatherproof" themselves including reducing turnover by focusing on employee satisfaction, streamlining hiring to find the right cultural fits, developing employees, and establishing a strong employer brand to attract top talent. It emphasizes the importance of communication, knowledge transfer within companies, and leaders who champion continuous internal recruiting.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
This document summarizes the key findings from a survey of Vietnamese youth conducted by AIESEC in 2014. The survey included both qualitative focus groups and a quantitative online survey to understand how Vietnamese youth aged 16-30 currently study, work, communicate, and engage in social causes. Some of the main findings were that Vietnamese youth place a high value on academic results but also want diverse learning experiences. They also highly value soft skills and teaching methods when choosing a university. Additionally, most respondents were confident they could find preferred employment within a few months of graduating, though many were also interested in pursuing further overseas study. The business services industry was a preferred sector and online channels were seen as the best way to look for jobs. Overall, the
The document summarizes key findings from a survey of 302 employers on their views of college learning and student preparation. Nearly half of employers had layoffs in the past year due to the economic downturn. While most employers plan to keep staff levels steady, 38% plan to increase hiring. Employers expect to place more emphasis on hiring bachelor's degree holders. They also believe higher levels of learning are now needed for success and that colleges can improve preparation for today's challenges. Employers value both broad and specific skills for career advancement. High-impact educational practices like internships and projects are seen as highly valuable for student preparation.
The document discusses various educational and career options after high school, including associate's degrees, bachelor's degrees, certificates, and the workforce. It emphasizes exploring all options, doing research on careers and educational requirements, and ensuring one understands the commitment and challenges of their chosen path. Starting wages are provided for different education levels, showing certificates and associate's degrees can provide a living wage but additional education often leads to higher earnings long-term.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
DATIS CEO, Erik Marsh, reveals the preliminary findings from our 2019 Executive Priorities Survey. Find out how Health and Human Services (HHS) executives are addressing their current workforce management initiatives and which strategies they’re implementing to overcome common industry challenges related to employee engagement, recruiting and retention, and the drive towards digital.
Oxford Economics, working with SAP, fielded two major surveys in the second quarter of 2014, reaching out to more than 2,700 executives and more than 2,700 employees at companies in 27 countries.
FOR MORE VISIT HR BLOG -> cake.hr/blog
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand strategy.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
Similar to Fulfilling the American Dream: Liberal Education and the Future of Work (20)
Beyond the "A" Word: Assessment that Empowers Faculty to Take Risks with Peda...Robert Kelly
Assessment doesn’t have to be a dirty word. This webinar, presented by AAC&U, provides practical techniques, strategies, and use cases that demonstrate an approach to assessing student learning that promotes innovation and enables creative practices for marrying teaching and learning with authentic assessment. Panelists will provide unique perspectives on how to engage faculty and students in the assessment process in meaningful ways, and outline their experiences across a wide range of institution types, learning environments, and disciplines.
Este documento lista las nacionalidades y géneros de 6 personas y luego proporciona instrucciones en inglés y español para que una de las personas se siente en una mesa mirando hacia el hablante.
Este documento lista las nacionalidades y géneros de 6 personas (2 hombres colombianos, 1 hombre puertorriqueño, 1 mujer argentina, 1 mujer colombiana y 1 mujer española). Luego incluye una instrucción en inglés para que la persona "Please sit on the table facing me" y la traducción al español "Por favor, siéntese sobre la mesa mirando hacia mí".
Multi-State Collaborative To Advance Quality Student Learning Robert Kelly
This document summarizes the results of a demonstration study involving 48 institutions across 12 states that used common rubrics to assess over 8,000 student work products. Key findings include:
- Faculty generally found the VALUE rubrics to be valid assessments of student learning outcomes.
- Results provided actionable data on student achievement and areas for improvement in critical thinking, quantitative literacy, and other skills.
- Faculty reliably scored student work from other institutions and disciplines after training.
- Next steps include expanding the study to 13 states and 20,000 artifacts to further evaluate the approach and focus on equity.
This document outlines Michigan's draft state action plan for the Liberal Education and America's Promise (LEAP) initiative for year 1. It recommends initially focusing on sharing best practices around general education assessment, high impact practices, and strategies to facilitate integrative learning between institutions. It also recommends developing a communication plan to convey the value of general education skills to various stakeholders. The action plan's steps include joining the LEAP Faculty Collaborative, collecting and analyzing general education assessment data to determine impact on underserved student groups, and identifying which LEAP skills are taught in general education programs.
Michigan LEAP State Summit 2016 VisualRobert Kelly
This document outlines Michigan's draft state action plan for the Liberal Education and America's Promise (LEAP) initiative for year 1. It recommends initially focusing on sharing best practices around general education assessment, high impact practices, and strategies to facilitate integrative learning between institutions. It also recommends developing a communication plan to convey the value of general education skills to various stakeholders. The action plan's steps include joining the LEAP Faculty Collaborative, collecting and analyzing general education assessment data to determine impact on underserved student groups, and identifying which LEAP skills are taught in general education programs.
Kentucky LEAP State Summit 2016 visualRobert Kelly
AAC&U provides resources like data, objectives, criteria and plans to help institutions develop their programs in areas like authentic assessment, high-impact educational practices, essential learning outcomes, principles of excellence, and inclusive excellence. These resources can be adapted and implemented in different ways depending on the individual institution to best improve and develop their programs.
This document contains a word cloud and text from a five-year plan for LEAP State Georgia. The plan discusses developing a stronger statewide system through a steering committee, annual conferences, and improved communication. It also outlines goals for individual institutions, such as incorporating LEAP into strategic plans, developing community partnerships, and providing professional development for faculty on essential learning outcomes. The plan aims to strengthen LEAP implementation at both the system and institutional levels in Georgia over five years.
AAC&U Members on Trends in Learning Outcomes AssessmentRobert Kelly
56% of AAC&U member institutions assess learning outcomes across the curriculum in departments. This is up from 42% in 2008. 77% assess outcomes in all or most departments, while 16% do so in a few or no departments.
Assessment of cumulative learning outcomes in general education has also increased, from 52% in 2008 to 67% in 2015. Institutions most commonly use rubrics applied to student work and culminating projects to assess general education outcomes. Use of rubrics has increased while use of standardized tests has decreased.
When using AAC&U VALUE rubrics, critical thinking and written communication rubrics are used most often by institutions to assess general education student learning outcomes.
Recent Trends in General Education Design, Learning Outcomes, and Teaching Ap...Robert Kelly
This report summarizes key findings from a national survey among chief academic officers at AAC&U member institutions and explores how institutions are defining common learning outcomes, trends related to general education design and the use of emerging, evidence-based teaching and learning practices. This is the second report in a series featuring findings from the survey conducted by Hart Research Associates for AAC&U. (full reports and slides with findings are available free online at www.aacu.org/about/2015-membersurvey.)
This new report, "Recent Trends in General Education Design, Learning Outcomes, and Teaching Approaches," includes respondents from across the full spectrum of public, private, two-year, and four-year institutions.
Bringing Equity and Quality Learning Together: Institutional Priorities for T...Robert Kelly
The document summarizes key findings from a survey of 325 Chief Academic Officers about how their institutions track data on underserved student success and outcomes. Some of the main findings include:
- Most institutions track graduation and retention rates, but fewer track data on high-impact practices and learning outcomes, and even fewer disaggregate those data by factors like race/ethnicity.
- Institutions are more likely to track and disaggregate data based on race/ethnicity than other factors like socioeconomic status.
- Over half of institutions have set goals to close gaps in retention and graduation rates specifically for different racial/ethnic groups.
- The majority have or are developing programs to build faculty capacity to support underserved
The Economic Case for Liberal EducationRobert Kelly
There is increasing demand from employers for college graduates with higher levels of learning and skills beyond just knowledge in a specific field, including skills like critical thinking, complex problem solving, communication and collaboration. Employers prioritize hiring candidates who can contribute to innovation in the workplace through these types of skills. Data also shows higher earnings potential and career success for those with broader skillsets associated with a liberal education, including skills like writing, reasoning and social/interpersonal skills. A liberal education approach to college that combines broad and field-specific knowledge with the development of transferable skills is recommended.
Optimistic About the Future, But How Well Prepared? College Students' Views o...Robert Kelly
Key findings from survey among 400 employers and 613 college students conducted in November and December 2014 for The Association of American Colleges and Universities by Hart Research Associates.
From November 13 to December 3, 2014, Hart Research conducted an online survey on behalf of the Association of American Colleges and Universities among 613 college students—all of whom were ages 18 to 29 and within a year of obtaining a degree, or in the case of two-year college students, within a year of obtaining a degree or transferring to a four-year college. These students included 304 four-year public college seniors, 151 four-year private college seniors, and 158 community college students who plan to receive their associate degree or transfer to a four-year college within the next 12 months.
Prior to the survey, in September 2014, Hart Research conducted three focus groups among current college students. One group was convened in Waltham, Massachusetts, among seniors at private four-year colleges and universities. Two groups were held in Dallas, Texas—one group among seniors at public four-year colleges and universities and another group among students at community colleges who expect to receive their associate degree or transfer to a four-year college within the next 12 months.
The focus groups and survey were undertaken to explore college students’ views on what really matters in college, including what learning outcomes are most important to them personally and for their future success. The research also explored current college students’ sense of the job market today, their confidence in being able to secure a job, and how effectively they think that their college learning has prepared them for this. The research was designed to understand the learning outcomes students believe are most important to acquire to be able to succeed in today’s economy and how well they feel that their college or university has prepared them in these areas. It also explored their participation in various applied and project-based learning experiences, as well as their perceptions of the degree to which employers value these experiences when hiring recent college graduates.
The survey of college students was conducted in tandem with a survey of 400 employers, and explored many of the same topics to provide a comparison between these two audiences.
This report highlights key findings from the research among college students. Selected comparisons with employers are included where relevant. A report of selected findings from the survey of employers was released by AAC&U in January 2015.
Optimistic About the Future, But How Well Prepared? College Students' Views o...Robert Kelly
Key findings from survey among 400 employers and 613 college students conducted in November and December 2014 for The Association of American Colleges and Universities by Hart Research Associates.
From November 13 to December 3, 2014, Hart Research conducted an online survey on behalf of the Association of American Colleges and Universities among 613 college students—all of whom were ages 18 to 29 and within a year of obtaining a degree, or in the case of two-year college students, within a year of obtaining a degree or transferring to a four-year college. These students included 304 four-year public college seniors, 151 four-year private college seniors, and 158 community college students who plan to receive their associate degree or transfer to a four-year college within the next 12 months.
Prior to the survey, in September 2014, Hart Research conducted three focus groups among current college students. One group was convened in Waltham, Massachusetts, among seniors at private four-year colleges and universities. Two groups were held in Dallas, Texas—one group among seniors at public four-year colleges and universities and another group among students at community colleges who expect to receive their associate degree or transfer to a four-year college within the next 12 months.
The focus groups and survey were undertaken to explore college students’ views on what really matters in college, including what learning outcomes are most important to them personally and for their future success. The research also explored current college students’ sense of the job market today, their confidence in being able to secure a job, and how effectively they think that their college learning has prepared them for this. The research was designed to understand the learning outcomes students believe are most important to acquire to be able to succeed in today’s economy and how well they feel that their college or university has prepared them in these areas. It also explored their participation in various applied and project-based learning experiences, as well as their perceptions of the degree to which employers value these experiences when hiring recent college graduates.
The survey of college students was conducted in tandem with a survey of 400 employers, and explored many of the same topics to provide a comparison between these two audiences.
This report highlights key findings from the research among college students. Selected comparisons with employers are included where relevant. A report of selected findings from the survey of employers was released by AAC&U in January 2015.
Key Findings from Focus Groups with College StudentsRobert Kelly
The document summarizes key findings from focus groups with current college students conducted by Hart Research Associates in September 2014. The focus groups explored students' understanding of their colleges' expected learning outcomes, feelings about post-college transition, and confidence in having skills for success after college. Key takeaways are that while students focus on degree requirements rather than skills, they recognize employers value both field-specific and cross-cutting skills. Students believe critical thinking, teamwork, and communication skills are most important to employers. Though anxious about transitioning, students generally feel prepared with needed skills and knowledge.
Employer Priorities for Most Important College Learning OutcomesRobert Kelly
Employers were surveyed about important college learning outcomes. The top three outcomes identified were: oral communication (85% said very important), problem solving in diverse settings (96% agreed is important regardless of field), and knowledge and understanding of democratic institutions and values (87% agreed is important regardless of field). Teamwork skills, written communication, and critical thinking were also identified as very important outcomes.
Connecting College Learning and Career SuccessRobert Kelly
Employers prioritize liberal and applied learning for all college students.
-Nearly all employers (91 percent) agree that for career success, “a candidate’s demonstrated
capacity to think critically, communicate clearly, and solve complex problems is more
important than his or her undergraduate major.”*
-Nearly all employers (96 percent) agree that “all college students should have experiences
that teach them how to solve problems with people whose views are different from
their own.”
-More than three-quarters (78 percent) agree that “all college students should gain
intercultural skills and an understanding of societies and countries outside the
United States.”
Employers endorse broad learning as essential to long-term career success.
-When hiring recent graduates, employers place the greatest priority on a demonstrated
proficiency in skills and knowledge that cut across majors. Of 17 outcome areas tested,
written and oral communication, teamwork skills, ethical decision making, critical
thinking, and the ability to apply knowledge in real-world settings are the most highly
valued by employers.*
-Confirming findings from four previous national surveys extending back to 2006, employers
overwhelmingly endorse broad learning and cross-cutting skills as the best preparation for
long-term career success. When asked in the latest survey, only 15 percent chose field-specific learning alone as the best preparation for long-term success.*
Employers strongly endorse an emphasis on applied learning and view student
work on applied learning projects as valuable preparation for work. Students
agree that applied learning projects are valuable.
-73 percent think that requiring college students to complete a significant applied learning
project before graduation would improve the quality of their preparation for careers.*
-60 percent think that all students should be expected to complete a significant applied
learning project before graduating.*
-87 percent of employers agree that they are somewhat or much more likely to consider a
graduate as a job candidate if she or he has completed a senior project.*
-Gallup reports that college graduates who did internships, were involved in extracurricular
activities, and worked on a project that took a semester or more to complete were twice as
likely to be engaged at work. Only 6 percent of graduates report experiencing all three of
these things. About one-third report doing a significant project.**
-89 percent of students agree that doing an applied learning project would increase their
likelihood of being hired.*
Sources: *Hart Research Associates. Forthcoming. Falling Short? College Learning and Career Success.
Washington, DC: Association of American Colleges and Universities.
**Gallup. 2014. Great Jobs, Great Lives: The 2014 Gallup-Purdue Index Report. Washington, DC: Gallup.
Falling Short? College Learning and Career SuccessRobert Kelly
Key findings from survey among 400 employers and 613 college students conducted in November and December 2014 for the Association of American Colleges and Universities by Hart Research Associates.
From November 3 to 11, 2014, Hart Research Associates conducted an online survey on behalf of the Association of American Colleges and Universities among 400 employers whose organizations have at least 25 employees and report that 25% or more of their new hires hold either an associate degree from a two-year college or a bachelor’s degree from a four-year college. Respondents are executives at private sector and nonprofit organizations, including owners, CEOs, presidents, C-suite level executives, and vice presidents. The objective of the survey is to understand which learning outcomes employers believe are most important to acquire to be able to succeed in today’s economy, how prepared they believe recent college graduates are in these areas, and employers’ feelings about the importance of applied and project-based learning in college.
In addition, from November 13 to December 3, 2014, Hart Research conducted an online survey among 613 college students. Respondents included 455 four-year college seniors (304 at public colleges and 151 at private colleges) and 158 community college students who plan to receive their associate degree or transfer to a four-year college within the next 12 months. This survey explored many of the same topics as the survey of employers in order to provide a comparative perspective among college students. This report highlights selected findings from both the research among employers and the survey of current college students.
The majority of employers continue to say that possessing both field-specific knowledge and a broad range of knowledge and skills is important for recent college graduates to achieve long-term career success. Very few indicate that acquiring knowledge and skills mainly for a specific field or position is the best path for long-term success. Notably, college students recognize the importance of having both breadth and depth of skills and knowledge for their workplace success.
Employers say that when hiring, they place the greatest value on demonstrated proficiency in skills and knowledge that cut across all majors. The learning outcomes they rate as most important include written and oral communication skills, teamwork skills, ethical decision-making, critical thinking, and the ability to apply knowledge in real-world settings. Indeed, most employers say that these cross-cutting skills are more important to an individual’s success at their company than his or her undergraduate major.
However, employers feel that today’s college graduates are not particularly well prepared to achieve the learning outcomes that they view as important. This critique applies to all of the 17 learning outcomes tested, including the cross-cutting skills that employers highly value.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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
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In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
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Community pharmacy- Social and preventive pharmacy UNIT 5
Fulfilling the American Dream: Liberal Education and the Future of Work
1. Fulfilling the American Dream: Liberal
Education and the Future of Work
Key findings from surveys of business executives and hiring managers conducted May-June 2018
Conducted on behalf of
with support from
2. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
500 hiring managers
Non-executives (directors, managers,
supervisors, office administrators) whose
current job responsibilities include
recruiting, interviewing, and/or hiring new
employees
Methodology
• Parallel online surveys among:
501 business executives
Executives at private sector and nonprofit
organizations, including owners, CEOs,
presidents, C-suite level executives, vice
presidents, and directors
• All respondents were screened to be at companies that have at least 25
employees and report that 25% or more of their new hires hold either an
associate’s degree from a two-year college or a bachelor’s degree from a
four-year college.
2
3. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Employers on the Value of College and
the Role of Colleges and Universities
3
4. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
14% 13%
49% 50%
7% 5%
30% 32%
Great deal Quite a lot
Very little Some
More than six in 10 executives and hiring managers express
confidence in colleges and universities.
Confidence in Colleges and Universities
Business executives Hiring managers
63%
37%
4
63%
37%
23%
22%
22%
32%
This is higher than confidence in
colleges and universities among
adults nationwide:
45%
54%
(January 2018, Gallup)
5. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Confidence in Colleges/Universities, by Key Subgroups
Have a great deal/quite a lot of confidence in colleges/universities
Business
executives
Hiring
managers
BY
COMPANY
SIZE
25 to 99 employees 64% 60%
100 to 499 employees 62% 61%
500+ employees 64% 68%
BY
OPERATING
REGION
Local 65% 63%
Regional 68% 58%
National 58% 65%
Multinational 63% 68%
BY
REGION
Northeast 65% 60%
South 67% 63%
Midwest 69% 71%
West 53% 59%
5
Circled numbers are
significantly different
from all executives or
all hiring managers.
6. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
33%
26%
49%
49%
2% 3%
16%
22%
Absolutely essential Very important
Not important Somewhat important
Executives and hiring managers alike agree on the value of
college.
Importance of Completing a College Education
Business executives Hiring managers
82%
18%
75%
25%
43% 41%
45%
44%
12% 15%
Definitely worth it Probably worth it Not worth it
Evaluation of Whether a College Degree
Is Worth the Time and Money Involved
Business executives Hiring managers
88%
85%
6
7. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Employers describe what they think the value of college is.
7
In Their Own Words
“The overall college experience is an excellent way to offer diversity, development of all
forms of communication, self-discipline, independence, and personal responsibility. These
qualities are critical for the workplace.” –Hiring manager
“Potential for advancement is far greater for the college graduates.” –Hiring manager
“A good college can instill a combination of hard job-specific skills and soft real-world skills
that can allow a job candidate to contribute to our organization quickly. The degree
demonstrates the individual’s ability to commit to a path and complete an objective.”
–Business executive
“No matter what an individual’s degree is in, the college experience produces a well-rounded
individual who is prepared to interact with high-level employees.” –Business executive
8. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Majorities of executives and hiring managers say it is
difficult to fill open positions today.
How easy or difficult is it to fill open positions at your company or organization today?
Business executives Hiring managers
8
9%
35%50%
6%
Very easy Somewhat easy Somewhat difficult Very difficult
44%
EASY
56%
DIFFICULT
8%
38%49%
5%
46%
EASY
54%
DIFFICULT
9. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Difficulty Hiring Today, by Key Subgroups
It is somewhat/very difficult to fill positions at my company today
Business
executives
Hiring
managers
BY
COMPANY
SIZE
25 to 99 employees 54% 58%
100 to 499 employees 60% 59%
500+ employees 53% 47%
BY
OPERATING
REGION
Local 52% 52%
Regional 51% 53%
National 60% 55%
Multinational 60% 58%
BY
REGION
Northeast 58% 57%
South 51% 47%
Midwest 56% 56%
West 59% 59%
9
10. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
15% 13%
56% 61%
27% 24%
Very satisfied Somewhat satisfied Somewhat/very dissatisfied
Both employer audiences express broad satisfaction with
recent college graduate hires’ ability to apply skills and
knowledge they learned in college.
Satisfaction with Recent Graduates’ Ability to Apply Skills and Knowledge
They Learned in College to Complex Problems in the Workplace
Business executives Hiring managers
71%
10
74%
11. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Employers view their recent hires out of college as mostly
prepared to succeed in entry-level positions but not
necessarily to advance beyond that.
3%
6%
10%
9%
22%
28%
50%
48%
36%
33%
29%
28%
32%
25%
10%
12%
7%
8%
1%
3%
Hiring managers
Business executives
Hiring managers
Business executives
All have skills/knowledge Most have About half have Only some have Very few have
11
Proportions of Recent College Grad Applicants Who Have Full Set of Skills/Knowledge
Succeed in entry-level positions at the company
Advance/be promoted within the company
= 57% all/most have
= 60% all/most have
= 34% all/most have
= 25% all/most have
12. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
44%
47%
35% 35%
14% 11%
19%
14%
38%
31%
40%
41%
4%
11%
6%
10%
Doing a good job Need major improvements Need moderate improvements Need minor improvements
Majorities believe that colleges need to make improvements
to ensure that graduates gain the skills and knowledge
needed for success, especially for advancement.
Business executives Hiring managers
56%
12
53%
Assessment of Job Colleges/Universities Are Doing in Ensuring College Graduates
Have Full Set of Skills/Knowledge Needed for Entry-Level Positions/Advancement
65% 65%
Business executives Hiring managers
Entry-level positions at your company Advancement/promotion at your company
13. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Employers’ Priorities for College
Learning and Sense of Recent
Graduates’ Preparedness
13
14. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
The learning priorities that executives and hiring
managers value most highly cut across majors.
87%
78%
85%
85%
87%
87%
84%
90%
76%
76%
76%
77%
77%
77%
78%
80%
Can apply knowledge/skills
to real-world settings
Able to communicate
effectively in writing
Self-motivated, initiative,
proactive: ideas/solutions
Able to work independently
(prioritize, manage time)
Able to work effectively in
teams
Ethical judgment and
decision-making
Critical thinking/analytical
reasoning
Able to effectively
communicate orally
Business executives Hiring managers
14
Very Important* Skills for Recent College Graduates We Are Hiring
* 8-10 ratings on a 0-to-10 scale; 15 outcomes tested
85% in 2014
81% in 2014
81% in 2014
83% in 2014
82% in 2014
80% in 2014
15. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Executives and hiring managers rank several other learning
outcomes as only slightly less important.
25%
55%
73%
66%
73%
75%
79%
23%
54%
60%
61%
65%
67%
73%
Proficiency in language other than
English
Able to work with numbers and
statistics
Stay current on changing
tech/applications to workplace
Able to innovate and be creative
Analyze/solve problems w/people
from diff. backgrounds/cultures
Able to analyze and solve complex
problems
Can find, organize, evaluate info
from many sources
Business executives Hiring managers
15
68% in 2014
70% in 2014
56% in 2014
65% in 2014
60% in 2014
56% in 2014
23% in 2014
* 8-10 ratings on a 0-to-10 scale; 15 outcomes tested
Very Important* Skills for Recent College Graduates We Are Hiring
16. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Notable gaps emerge between the importance of key learning
outcomes and executives’ sense that recent graduates are
prepared in these areas, even with some improvements.
16
* 8-10 ratings on a 0-to-10 scale
34% 78%
33% 76%
33% 76%
35% 76%
40% 80%
38% 77%
42% 77%
43% 77%
34% 67%
41% 73%
36% 65%
36% 61%
36% 54%
52% 60%
22% 23%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Recent college grads well prepared* Very important quality*Among business execs:
Critical thinking/analytical reasoning
Apply knowledge/skills to real world
Communicate effectively in writing
Self-motivated
Communicate effectively orally
Able to work independently
Able to work effectively in teams
Ethical judgment/decision-making
Able to analyze/solve complex problems
Find, organize, evaluate info: multiple sources
Solve problems w/people of diff. backgrounds
Able to innovate/be creative
Able to work with numbers/stats
Stay current on changing tech
Proficiency in foreign language
Prepared
Gap
-44
-43
-43
-41
-40
-39
-35
-34
-33
-32
-29
-25
-18
-8
-1
2014
Gap
-55
-57
-55
N/A
-57
N/A
-46
-51
-46
-39
-38
-40
-28
-23
-7
17. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Hiring managers also identify gaps in recent graduates’
preparedness on key learning outcomes.
17
* 8-10 ratings on a 0-to-10 scale
39% 87%
39% 85%
47% 90%
41% 84%
42% 85%
47% 87%
50% 87%
38% 75%
45% 78%
46% 79%
43% 73%
41% 66%
57% 73%
43% 55%
23% 25%
0% 20% 40% 60% 80% 100%
Recent college grads well prepared* Very important quality*Among hiring managers:
Apply knowledge/skills to real world
Self-motivated
Communicate effectively orally
Critical thinking/analytical reasoning
Able to work independently
Ethical judgment/decision-making
Able to work effectively in teams
Able to analyze/solve complex problems
Communicate effectively in writing
Find, organize, evaluate info: multiple sources
Solve problems w/people of diff. backgrounds
Able to innovate/be creative
Stay current on changing tech
Able to work with numbers/stats
Proficiency in foreign language
Prepared
Gap
-48
-46
-43
-43
-43
-40
-37
-37
-33
-33
-30
-25
-16
-12
-2
18. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Executives and hiring managers identify similar gaps in recent
graduates’ preparedness on key learning outcomes.
Preparedness Gap: % recent grads prepared minus % very important skill to have
Business executives Hiring managers
Critical thinking/analytical reasoning -44 -43
Apply knowledge/skills to real world -43 -48
Communicate effectively in writing -43 -33
Self-motivated -41 -46
Communicate effectively orally -40 -43
Able to work independently -39 -43
Able to work effectively in teams -35 -37
Ethical judgment/decision-making -34 -40
Able to analyze/solve complex problems -33 -37
Find, organize, evaluate info: multiple sources -32 -33
Solve problems w/people of diff. backgrounds/cultures -29 -30
Able to innovate/be creative -25 -25
Able to work with numbers/stats -18 -12
Stay current on changing tech -8 -16
Proficiency in foreign language -1 -2
18
19. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
16%
32%
28%
33%
23%
37%
60%
18%
24%
28%
28%
29%
29%
52%
Study abroad program
Service learning project with a
community organization
Advanced, comprehensive senior
project (thesis, etc.)
Research project done
collaboratively with peers
Multiple courses requiring significant
writing assignments
Project in community w/people from
different backgrounds/cultures
Internship/apprenticeship with a
company or organization
Business executives Hiring managers
Applied and project-based learning experiences, particularly
internships or apprentice experiences, give recent college
graduates an edge with both employer audiences.
19
Much/
somewhat
more likely
93%
94%
72%
83%
82%
72%
81%
81%
80%
76%
71%
78%
54%
47%
Would be MUCH More Likely to Hire Recent Grad with this Experience
20. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
11% 14%
32%
41%
40% 34%
46%
40%
49% 52%
22%
19%
Very useful Fairly useful Somewhat/not useful
Executives and hiring managers think ePortfolios are more
useful than college transcripts alone.
Business executives Hiring managers
51%
20
48%
Usefulness of College Transcripts in Evaluating
Recent Graduates’ Potential to Succeed
78%
81%
Business executives Hiring managers
Usefulness of College Work ePortfolio in
Evaluating Recent Grads’ Potential to Succeed
(in addition to resume and transcript)
21. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Employers Providing Professional
Development
21
22. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
15% 14%
30% 34%
34% 31%
21% 21%
Most employers provide professional development opportunities.
Business executives
79%
22
79%
By company size
(# of employees)
Busn
execs
70%
78%
87%
25 to 99
100 to 499
500+
Hiring
mgrs
74%
74%
90%
Provide professional development:
Basic skills needed for job
Equally basic/advanced skills
Advanced skills for more responsibility/advancement Do not provide professional
development
Hiring managers
Does your company provide professional development? If so, what is its main focus?
23. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
The most common programs are in-house training, training on
use of programs/systems, management training, and mentoring.
23
Types of Professional Development Company/Organization Provides
32%
46%
35%
45%
50%
51%
56%
31%
36%
38%
43%
43%
45%
54%
Financial support/scholarships for
further education related to field
Cross-training: learn work of other
departments/positions
Financial support to attend
professional conferences
Mentoring toward advancement
Leadership/management training
Training on our technical
programs/systems
In-house/internal training
Business executives Hiring managers
Provided more
Provided less
24. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Executives and hiring managers indicate that their companies
partner with colleges/universities in a variety of ways.
24
Partnerships with Colleges/Universities Ways Company Partners with
Colleges/Universities
Business
execs
Hiring
mgrs
Offer service learning, internships,
apprenticeships to students
30% 32%
Leaders/staff serve on boards to
advise on curriculum development
20% 17%
Employees are adjunct faculty to
teach courses our company needs
18% 15%
Company sponsors a scholarship at
a college or university
17% 17%
Collaborate to develop industry-
specific degrees or credentials
16% 13%
Host college/university course(s) at
company’s location
12% 11%
Other ways we partner 4% 3%
Employers at larger companies/organizations are more likely to say they
partner with colleges/universities in these ways.
59%41%
Company partners with colleges/universities
Company does not partner with colleges/universities
Business
executives
53%
47%Hiring
managers
25. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Appendix
25
26. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Company/Organization Profile of Executives
23% 26% 27% 24%
OPERATING REGION
86%
13%
Private
company
Non-
profit
33%
33%
34%
25 to 99
employees
100 to 499
employees
500+
employees
Local Regional National Multinational
Northeast
25%
South
28%
Midwest
24%
West
23%
COMPANY TYPE/SIZE
26
27. Fulfilling the American Dream: Liberal Education and the Future of Work/2018 Employers Survey May-June 2018 Hart Research for AAC&U
Company/Organization Profile of Hiring Managers
26% 26% 28% 20%
OPERATING REGION
85%
14%
Private
companyNon-
profit
33%
34%
33%
25 to 99
employees
100 to 499
employees
500+
employees
Local Regional National Multinational
South
28%
Midwest
24%
West
23%
COMPANY TYPE/SIZE
27
Northeast
25%
Midwest
23%
West
24%