The principal resource of any organization is people and managing people is the most important and challenging aspect of an organization. The responsibility to develop and empower the employees solely lies on the shoulders of human resource department. It should try to address the problems of workers to the management and amicably settle issues relating to wages, welfare, safety and security.
TCS has launched an initiative in the UK to address the skill gap in digital careers. They partnered with The Tech Partnership and MyKindaCrowd to create teaching resource packs for schools to educate students about IT career options and requirements. The resource packs aim to inspire more young people to pursue digital skills careers by providing industry insights and guidance on technology roles and education paths. TCS volunteers will also host sessions in schools using the materials to generate enthusiasm for digital careers.
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
HUMAN RESOURCE DEVELOPMENT MEANING, IMPORTANCE AND MECHANISMDinesh Kaundal
The document discusses key aspects of human resource development (HRD) including definitions, objectives, mechanisms, and importance. It defines HRD as a continuous planned effort to help employees acquire, sharpen, and use capabilities required for their roles. The goals of HRD are to develop individual capabilities and skills, strengthen relationships between employees and supervisors, and foster an organizational culture of collaboration. HRD mechanisms discussed include performance appraisal, reward management, career planning, management development, training, and employee welfare. The benefits of HRD are said to include improved employee commitment, productivity, and organizational effectiveness.
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.
Human Resource Development in Principles of Guidance and Values Educationperseuslumadilla
This document defines and outlines human resource development (HRD). It defines HRD as a process of developing and training employees to improve individual, group, and organizational performance. The document discusses the focus, features, objectives, and three main functions of HRD, which are training and development, organization development, and career development. It also outlines the benefits of HRD for organizations, such as making employees more competent, committed, and improving organizational effectiveness, participation, and human resource planning.
Human resource development involves using training, organizational development, and career development to improve individual, group, and organizational performance. It develops the key competencies needed for employees to perform current and future jobs through planned learning activities. HRD aims to strengthen employees' existing knowledge, skills, and abilities and make them even better at their jobs, similar to how a coach improves their team's skills. On-the-job training, job shadowing, and professional development courses are common forms of HRD that continue throughout an employee's tenure.
The principal resource of any organization is people and managing people is the most important and challenging aspect of an organization. The responsibility to develop and empower the employees solely lies on the shoulders of human resource department. It should try to address the problems of workers to the management and amicably settle issues relating to wages, welfare, safety and security.
TCS has launched an initiative in the UK to address the skill gap in digital careers. They partnered with The Tech Partnership and MyKindaCrowd to create teaching resource packs for schools to educate students about IT career options and requirements. The resource packs aim to inspire more young people to pursue digital skills careers by providing industry insights and guidance on technology roles and education paths. TCS volunteers will also host sessions in schools using the materials to generate enthusiasm for digital careers.
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
HUMAN RESOURCE DEVELOPMENT MEANING, IMPORTANCE AND MECHANISMDinesh Kaundal
The document discusses key aspects of human resource development (HRD) including definitions, objectives, mechanisms, and importance. It defines HRD as a continuous planned effort to help employees acquire, sharpen, and use capabilities required for their roles. The goals of HRD are to develop individual capabilities and skills, strengthen relationships between employees and supervisors, and foster an organizational culture of collaboration. HRD mechanisms discussed include performance appraisal, reward management, career planning, management development, training, and employee welfare. The benefits of HRD are said to include improved employee commitment, productivity, and organizational effectiveness.
This document discusses human resource development (HRD). It begins by defining HRD as concerned with developing and implementing people strategies to ensure organizational goals are achieved. Common HRD activities are listed as training, education, and development. The document then discusses the importance of training and development for achieving strategic goals in the 21st century. It notes that HRD practices may differ between countries and cultural differences are important to consider. The document also provides context on the history and development of HRD as a field in India. It identifies factors that have contributed to the growth of HRD as a profession and types of assistance provided by human resource departments.
Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.
Human Resource Development in Principles of Guidance and Values Educationperseuslumadilla
This document defines and outlines human resource development (HRD). It defines HRD as a process of developing and training employees to improve individual, group, and organizational performance. The document discusses the focus, features, objectives, and three main functions of HRD, which are training and development, organization development, and career development. It also outlines the benefits of HRD for organizations, such as making employees more competent, committed, and improving organizational effectiveness, participation, and human resource planning.
Human resource development involves using training, organizational development, and career development to improve individual, group, and organizational performance. It develops the key competencies needed for employees to perform current and future jobs through planned learning activities. HRD aims to strengthen employees' existing knowledge, skills, and abilities and make them even better at their jobs, similar to how a coach improves their team's skills. On-the-job training, job shadowing, and professional development courses are common forms of HRD that continue throughout an employee's tenure.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills and knowledge needed to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to assess needs, develop careers, provide training, motivate employees, and resolve issues.
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Human Resource Development
The document discusses several challenges faced by human resource development (HRD) professionals in the 21st century. It identifies cultural differences, rapidly changing technology, evolving corporate values, enhancing knowledge, understanding employee lifestyles and habits, awareness of new global practices, and creating an open organizational environment as key challenges. It also summarizes an analysis of how forces like increased pressure for outcomes, quality, customer service, use of advanced tools, workforce diversity, creativity, systems thinking, globalization, and team-based structures will impact the tasks and roles of HRD managers. The document provides an overview of common issues and trends that 21st century HRD professionals must navigate.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
This document outlines the key concepts of human resource development (HRD) including organizational development, career development, and training and development. It discusses the four phases of the HRD process: needs assessment, design, training/implementation, and evaluation. The needs assessment phase involves organizational, task, and personal analysis to identify training needs. The design phase develops goals, budgets, and identifies training methods. Training methods can be off-the-job like lectures or on-the-job like coaching. The evaluation phase assesses outcomes using methods like reaction scales, learning assessments, and organizational metrics. The overall purpose of HRD is to enhance individual and organizational performance through continuous education and skills development.
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
Human resource development (HRD) involves systematic activities designed to provide organizational members with the necessary skills to meet current and future job demands. The objectives of HRD include continuously developing human resources for better performance, providing employees opportunities for development at different levels, and preparing new employees to competently perform their work with excellence. HRD also aims to assist customers in better utilizing equipment through employee training and promote a culture of innovation, respect, and personal growth.
The document defines human resource development (HRD) as organized activities designed to produce behavioral changes and improve existing and potential skills to increase productivity and well-being. HRD recognizes employees as an organization's most valuable asset. It emphasizes developing individual capabilities for current and future roles through education, training, and establishing better relationships based on trust. The objectives of HRD include developing competencies at all levels to meet individual and organizational goals and providing a supportive environment for growth.
This document discusses the future of human resource development (HRD) in India. It outlines how HRD became a recognized profession in India in the 1970s and was first implemented successfully at Larsen & Toubro Limited and State Bank of India. The document also examines global models and Indian experiences of the HRD function within different organizations. It emphasizes that HRD managers should focus on intervention, 360 degree feedback, and empowering people rather than dictating roles. The conclusion is that HRD will be an important tool for organizations going forward.
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
The document outlines a training needs assessment that was conducted for Shree Mahuva Pradesh Sahakari Khand Udyog Mandli Ltd. to design a training and development model. It involved assessing needs through a training needs analysis form completed by department heads and discussions with employees. A review of the company profile and organizational analysis was also conducted to understand where training was needed. The needs assessment data was then analyzed to identify behavioral and functional training needs to inform the design of the training program.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
This document discusses the key topics in human resource development including:
1) The foundations of HRD including its evolution and relationship to HRM and training.
2) Influences on employee behavior such as motivation and internal/external factors.
3) Aspects of learning and instruction important to HRD like maximizing learning and individual differences.
4) Needs assessment, designing, implementing, and evaluating effective HRD programs.
5) Other HRD functions like employee socialization, skills training, coaching, counseling, and diversity training.
The development of the concept of HRD, HRD practice in Indian and Global Context, The Profession of HRD and Implementation, The Challenges of HRD on 21st Century .....
The document discusses key concepts related to organizational development, human resource development, and employee engagement. It defines alignment, dovetail joints, vision and mission statements. It also outlines drivers of employee engagement like involvement in decision making and development opportunities. The overall topics covered include organizational culture, career development, training, and creating an engaged workforce through HRD alignment.
The document outlines a bootcamp for human resource professionals in South Africa covering topics in human resource development. The bootcamp consists of two parts, each with 6 continuing professional development points, and will take place over several dates in 2015 at hotels in Johannesburg. Topics covered include introduction to HRD, assessing needs, implementing programs, standards and metrics, diversity training, and management development. The bootcamp aims to provide a comprehensive overview of HRD concepts and practices to help HR professionals and managers.
This document discusses HRD challenges and HR outsourcing. It begins by defining HRD and its subsystems like performance appraisal and career planning. It then discusses challenges for HRD like skills gaps and changing demographics. It defines outsourcing and HR outsourcing, explaining that outsourcing tasks can allow HR to focus on core competencies and reduce costs. Finally, it discusses considerations for strategic HR outsourcing and managing the impacts on employees.
The document discusses the key components of an organization's human resource development (HRD) system. It describes HRD as a set of planned activities designed to provide employees with necessary skills. The HRD system consists of four main sub-systems: 1) the career system ensures attraction and retention of employees, 2) the work system utilizes employees to achieve organizational objectives, 3) the development system continuously develops employees' skills, and 4) the self-renewal system renews and rejuvenates the organization itself.
Changing role of hrd within organisationsBibin Ssb
The role of human resource development (HRD) within organizations is changing as organizations become more learning-focused. HRD professionals need to help develop collective intelligence within organizations by eliminating knowledge silos and recognizing tacit knowledge embedded in human resources. They also need to shift from solely training-based development to fostering learning in various ways. The envisioned role of HRD is to support the business, informal learning, knowledge sharing, training, continuously design new methods, and change HRD practices to build the right type of HRD function.
This document provides an overview of an HR presentation on HRD concepts and challenges. It defines HRD as a set of planned activities designed to provide employees with necessary skills to meet current and future job demands. It discusses the objectives, functions, need for and subsystems of HRD. These include training and development, which improves employee knowledge, skills and attitudes in the short-term or prepares them for future roles. The presentation also outlines challenges for HRD like a changing workforce, global competition, skills gaps, and technological changes. It concludes that HRD is too important to not be a central, revenue-generating part of an organization.
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Human resource development (HRD) involves providing organized learning experiences to improve employee job performance and growth over time. It includes training programs that provide employees with skills and knowledge needed to perform job functions. HRD plays an important role in dynamic market economies by developing employee knowledge, skills, abilities, and values. Key techniques of HRD include performance appraisals, potential appraisals, career planning, employee training programs, social and cultural programs, teamwork, worker participation, monetary and non-monetary rewards, and grievance mechanisms. These techniques are used to assess needs, develop careers, provide training, motivate employees, and resolve issues.
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Human Resource Development
The document discusses several challenges faced by human resource development (HRD) professionals in the 21st century. It identifies cultural differences, rapidly changing technology, evolving corporate values, enhancing knowledge, understanding employee lifestyles and habits, awareness of new global practices, and creating an open organizational environment as key challenges. It also summarizes an analysis of how forces like increased pressure for outcomes, quality, customer service, use of advanced tools, workforce diversity, creativity, systems thinking, globalization, and team-based structures will impact the tasks and roles of HRD managers. The document provides an overview of common issues and trends that 21st century HRD professionals must navigate.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
This document outlines the key concepts of human resource development (HRD) including organizational development, career development, and training and development. It discusses the four phases of the HRD process: needs assessment, design, training/implementation, and evaluation. The needs assessment phase involves organizational, task, and personal analysis to identify training needs. The design phase develops goals, budgets, and identifies training methods. Training methods can be off-the-job like lectures or on-the-job like coaching. The evaluation phase assesses outcomes using methods like reaction scales, learning assessments, and organizational metrics. The overall purpose of HRD is to enhance individual and organizational performance through continuous education and skills development.
1. HRD is a subsection of HRM that focuses specifically on employee skills development and personal growth, whereas HRM deals with broader human resources functions like recruitment and compensation.
2. HRD aims to help employees acquire new competencies, increase their knowledge and skills, and improve performance through training programs, mentorships, and other development activities.
3. The goals of HRD are to qualitatively grow employees, build their competencies, and maximize organizational productivity and efficiency.
Human resource development (HRD) involves systematic activities designed to provide organizational members with the necessary skills to meet current and future job demands. The objectives of HRD include continuously developing human resources for better performance, providing employees opportunities for development at different levels, and preparing new employees to competently perform their work with excellence. HRD also aims to assist customers in better utilizing equipment through employee training and promote a culture of innovation, respect, and personal growth.
The document defines human resource development (HRD) as organized activities designed to produce behavioral changes and improve existing and potential skills to increase productivity and well-being. HRD recognizes employees as an organization's most valuable asset. It emphasizes developing individual capabilities for current and future roles through education, training, and establishing better relationships based on trust. The objectives of HRD include developing competencies at all levels to meet individual and organizational goals and providing a supportive environment for growth.
This document discusses the future of human resource development (HRD) in India. It outlines how HRD became a recognized profession in India in the 1970s and was first implemented successfully at Larsen & Toubro Limited and State Bank of India. The document also examines global models and Indian experiences of the HRD function within different organizations. It emphasizes that HRD managers should focus on intervention, 360 degree feedback, and empowering people rather than dictating roles. The conclusion is that HRD will be an important tool for organizations going forward.
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
The document outlines a training needs assessment that was conducted for Shree Mahuva Pradesh Sahakari Khand Udyog Mandli Ltd. to design a training and development model. It involved assessing needs through a training needs analysis form completed by department heads and discussions with employees. A review of the company profile and organizational analysis was also conducted to understand where training was needed. The needs assessment data was then analyzed to identify behavioral and functional training needs to inform the design of the training program.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
This document discusses the key topics in human resource development including:
1) The foundations of HRD including its evolution and relationship to HRM and training.
2) Influences on employee behavior such as motivation and internal/external factors.
3) Aspects of learning and instruction important to HRD like maximizing learning and individual differences.
4) Needs assessment, designing, implementing, and evaluating effective HRD programs.
5) Other HRD functions like employee socialization, skills training, coaching, counseling, and diversity training.
The development of the concept of HRD, HRD practice in Indian and Global Context, The Profession of HRD and Implementation, The Challenges of HRD on 21st Century .....
The document discusses key concepts related to organizational development, human resource development, and employee engagement. It defines alignment, dovetail joints, vision and mission statements. It also outlines drivers of employee engagement like involvement in decision making and development opportunities. The overall topics covered include organizational culture, career development, training, and creating an engaged workforce through HRD alignment.
The document outlines a bootcamp for human resource professionals in South Africa covering topics in human resource development. The bootcamp consists of two parts, each with 6 continuing professional development points, and will take place over several dates in 2015 at hotels in Johannesburg. Topics covered include introduction to HRD, assessing needs, implementing programs, standards and metrics, diversity training, and management development. The bootcamp aims to provide a comprehensive overview of HRD concepts and practices to help HR professionals and managers.
This document discusses HRD challenges and HR outsourcing. It begins by defining HRD and its subsystems like performance appraisal and career planning. It then discusses challenges for HRD like skills gaps and changing demographics. It defines outsourcing and HR outsourcing, explaining that outsourcing tasks can allow HR to focus on core competencies and reduce costs. Finally, it discusses considerations for strategic HR outsourcing and managing the impacts on employees.
The document discusses the key components of an organization's human resource development (HRD) system. It describes HRD as a set of planned activities designed to provide employees with necessary skills. The HRD system consists of four main sub-systems: 1) the career system ensures attraction and retention of employees, 2) the work system utilizes employees to achieve organizational objectives, 3) the development system continuously develops employees' skills, and 4) the self-renewal system renews and rejuvenates the organization itself.
Changing role of hrd within organisationsBibin Ssb
The role of human resource development (HRD) within organizations is changing as organizations become more learning-focused. HRD professionals need to help develop collective intelligence within organizations by eliminating knowledge silos and recognizing tacit knowledge embedded in human resources. They also need to shift from solely training-based development to fostering learning in various ways. The envisioned role of HRD is to support the business, informal learning, knowledge sharing, training, continuously design new methods, and change HRD practices to build the right type of HRD function.
This document provides an overview of an HR presentation on HRD concepts and challenges. It defines HRD as a set of planned activities designed to provide employees with necessary skills to meet current and future job demands. It discusses the objectives, functions, need for and subsystems of HRD. These include training and development, which improves employee knowledge, skills and attitudes in the short-term or prepares them for future roles. The presentation also outlines challenges for HRD like a changing workforce, global competition, skills gaps, and technological changes. It concludes that HRD is too important to not be a central, revenue-generating part of an organization.
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
The document provides an overview of MAS Intimates-Thurulie, a sustainable clothing factory in Sri Lanka.
1) MAS Intimates-Thurulie is a factory that produces lingerie for Marks & Spencer using sustainable practices like solar panels and rainwater harvesting. It aims to be carbon neutral.
2) Features that help reduce electricity usage by 40% and water usage by 50% compared to similar factories.
3) The factory employs over 500 people initially and is expected to employ 1,300 by 2010, setting a new benchmark for ethical and sustainable manufacturing.
Human resource development (HRD) involves developing the competencies of employees through processes like training, performance appraisal, and organization development. This enables people to perform their jobs better and helps the organization achieve its goals. HRD is a planned and continuous process that facilitates competency development at the individual, group, and organizational levels. The ultimate aim of HRD is to contribute to the well-being, motivation, and pride of employees while also meeting the needs of the organization.
The document discusses several topics related to human resources and organizations in South Africa, including:
1. It introduces a presentation by Marius Meyer on new HR competency models, standards, and metrics for South Africa.
2. It outlines the value proposition of SABPP, including providing professional registration, resources like guides and workshops, and conducting research.
3. It summarizes findings from an IBM CEO study that the top factors impacting organizations are technology, people skills, and market factors.
4. It identifies scarce and critical skills in South Africa, with industrial engineers, medical technicians, and training professionals among the most scarce.
5. It discusses priorities for South African HR, including talent
The document discusses current practices, trends, and emerging roles in learning and development (L&D). It begins by defining human resource development (HRD) and examining how the definitions have evolved over time from 1964 to the present. It then covers trends in the people, organization, and resources aspects of L&D. Specifically, it discusses trends in continuous professional development and roles for L&D professionals, as well as practices used for developing employees both in-house and externally. The document suggests that areas like coaching, in-house programs, and eLearning are growing in importance and usage within the L&D field.
This document discusses the role of training and development in improving employee competitiveness. It provides an overview of key aspects of training and development including: defining training vs. development; external and internal influences on training; factors influencing training and development; methods of training such as classroom, on-the-job, and e-learning; evaluating training impact; and integrating training with other HR strategies and the overall business strategy.
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
Human resources management in public administrationJordi Torner
The document discusses the roles of human resource management in public administration. It describes three main roles:
1. The administrative role involves processing records, maintaining employee files, and submitting required reports.
2. The operational role focuses on ensuring compliance with laws and filling openings through interviews and training.
3. The strategic role emphasizes that people are valuable organizational resources and requires HR to focus on the long-term implications of HR practices and how they can provide a competitive advantage. Framing HR strategically justifies investing in people development.
CHANGING TRENDS, CHALLENGES & ISSUES IN HRMramdasupendra
This document discusses the changing trends, challenges, and issues in human resource management. Some of the major challenges include globalization, technological advances like increased use of IT, quality revolutions, and changes in political and legal environments. There have also been changes in workforce demographics like higher education levels and diversity. Recent trends in HRM include increased outsourcing, e-recruitment, 360-degree feedback, leadership development, work-life balance programs, use of six-sigma practices, and exit policies like golden handshakes and handcuffs. HR professionals must adapt to these changes and challenges by developing innovative strategies to train employees.
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Human Resource Development (HRD) and Human Resource Management (HRM) both focus on developing employees but with different aims. HRD aims to develop employees' full potential and improve organizational performance through opportunities like training and mentoring. HRM aims to improve productivity and focuses on issues like compensation and hiring. Both are influenced by factors like business strategies, legislation, and social change. While HRM views employees as costs, HRD believes all employees have potential that can be developed to benefit both the employee and organization.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
Intranet 2.0 (Web 2.0) employee engagement, employee benefits presentation to Conference Board in NYC, June 2009, by Toby Ward, Prescient Digital Media. Shortened version.
How do you build a social organization? We're not talking about tweeting and posting updates on Facebook. We're talking about an organization that collaborates internally using an enterprise social network (ESN). An ESN is an internal platform designed to foster collaboration, communication, and knowledge sharing among employees.
If your company doesn’t use an ESN, consider more than 90 percent of Fortune 500 companies partially or fully implemented an enterprise social network by the end of 2013, according to Deloitte analysis. This is a 70 percent increase over 2011.
We live in an age where marketing has been undergoing radical changes at such a rate that we’re still developing the best ways to accomplish work successfully. Each of the major aspects of digital marketing has developed in their own silos. Now we can gain enormous economies and efficiencies through more internal collaboration and by tearing down those silos.
In this webinar, our panelists will share:
-Company cultures that support information sharing and collaboration.
-How to identify which business areas can benefit from increased communication.
-Tips on choosing software for your company’s, department’s, and team’s needs.
-Social networks aimed at businesses.
-Ways to improve participation in enterprise social networks.
Best of the Intranet Global Forum LA 2015Toby Ward
Best of the Intranet Global Forum LA 2015 intranet case study highlights by Toby Ward, Prescient Digital Media, at the Intranet Global Forum, NYC, on October 23, 2015.
Microsoft Viva. Viva is an employee experience platform that empowers people and teams to be their best, from anywhere.
Viva brings together communications, insights, knowledge, and learning within the flow of everyday work and collaboration, in Microsoft Teams.
Microsoft Teams is where most remote and hybrid work happens these days. And, Teams has become a hub where we can bring all these resources together into an integrated system of engagement – what Gartner calls a new work nucleus or digital workplace hub.
Importantly, with Microsoft 365 we already have foundational capabilities in each of these areas like Yammer, SharePoint, Stream, Workplace Analytics, Microsoft Search, LinkedIn, Glint and more.
Microsoft Viva builds on this foundation by adding innovative new services and insights focused on people development and success.
Connections is a company branded employee app in Teams. It is a gateway to your employee experience, with personalized news, communications, tasks, people and resources. It provides a single curated employee destination that can be configured for specific roles like frontline workers. So, leaders can communicate and engage their employees, and employees can get easy access to the tools and resources they need from one place.. Connections builds on existing capabilities in Microsoft 365 like SharePoint and Yammer. And it pulls your communications together into a pre-configured app in Teams, designed for both desktop and mobile workers. It also acts as a launching pad to the other 3 Viva modules
Insights brings together Workplace Analytics, MyAnalytics and Glint into a unified insights app in Teams to provide data-driven and privacy-protected insights for individuals, managers and leaders. For example, employees get personalized insights, only they can see, that help them protect their time for breaks, focused work, and learning in order to promote improved productivity and wellbeing.
Topics focuses on knowledge and expertise. Topics applies AI to identify knowledge and experts and organize them into shared topics. AI automatically creates a topic page for each topic. It’s like Wikipedia for the enterprise where AI does the first draft. And these topic pages are surfaced as Topic Cards right in the flow of work in Office and Teams.
Finally, Learning allows employees to easily discover informal and formal learning in the flow of work. It aggregates content from LinkedIn Learning, Microsoft Learn and 3rd party training content and your own organizations content – all in one place. Along with providing aggregation and recommendations, it also allows managers to assign and track training, as well as report on training within and across teams.
Connections is a company branded employee app in Teams. It is a gateway to your employee experience, with personalized news, communications, tasks, people and resources. It provides a single curated employee destination that can be configured for specific roles like frontline workers. So, leaders can communicate and engage their employees, and employees can get easy access to the tools and resources they need from one place.. Connections builds on existing capabilities in Microsoft 365 like SharePoint and Yammer. And it pulls your communications together into a pre-configured app in Teams, designed for both desktop and mobile workers. It also acts as a launching pad to the other 3 Viva modules
Insights brings together Workplace Analytics, MyAnalytics and Glint into a unified insights app in Teams to provide data-driven and privacy-protected insights for individuals, managers and leaders. For example, employees get personalized insights, only they can see, that help them protect their time for breaks, focused work, and learning in order to promote improved productivity and wellbeing.
Topics focuses on knowledge and expertise. Topics applies AI to identify knowledge and experts and organize them into shared topics. AI automatically creates a topic page for each topic. It’s like Wikipedia for the enterprise where AI does the first draft. And these topic pages are surfaced as Topic Cards right in the flow of work in Office and Teams.
Finally, Learning allows employees to easily discover informal and formal learning in the flow of work. It aggregates content from LinkedIn Learning, Microsoft Learn and 3rd party training content and your own organizations content – all in one place. Along with providing aggregation and recommendations, it also allows managers to assign and track training, as well as report on training within and across teams.
Realtor Technology Overview Featuring linkedinAlan Wang
How can Realtors leverage Linkedin? I am a huge believer in that Relationships Matter. But Realtors continually pay for leads when they could be doing a better job nurturing their referral networks. Linkedin is one way to do so by building your brand, projecting your knowledge, connecting with your clients and keeping in touch.
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...Richard Harbridge
Microsoft 365 Intranets are capable of a lot more than just getting key corporate messaging out.
Internal Communications leaders have shifted from editors to enablers. With that shift comes a change from enforcing messaging to empowering and amplifying excellent communications and great ideas throughout the business. From preboarding to offboarding, HR's challenges are harder today than they have ever been before. Naturally, how these leaders leverage the digital workplace has changed as well, especially in how they leverage technology to achieve more with less.
Join our Product Offering Lead, Anders Fagerlund, and the CTO of 2toLead, Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace. This webinar will explore ideas and solutions that HR and Corporate Communications have embraced to improve how, where, and when they engage with employees.
We will discuss:
How to best leverage SharePoint, Microsoft Teams, and Yammer for modern communications.
How to take advantage of AI and Microsoft technology to accelerate and improve key communication and content.
Microsoft Intranet's best practices and approach that can make all the difference.
There will also be a short Q&A session at the end of the webinar.
Target audience
This event is primarily aimed at roles like CIO, CCO, CTO, Digital Workplace or Intranet Managers or similar roles within organizations planning to improve their digital workplace based on Microsoft technology.
Modern HR, Communication, & Leadership Best Practices With Microsoft 365Richard Harbridge
Today Intranets are about more than just getting key corporate messaging out. Communications have changed just as IT and HR have changed. Communications leaders have shifted from editors to enablers. Communication leaders are moving from enforcing messaging to empowering and amplifying excellent communications and great ideas throughout the business. Human Resources leaders are shifting from hiring/firing and policy enforcement to performance and engagement. From preboarding to offboarding, HR's challenges are harder today than they have ever been before. Naturally, how these leaders leverage the digital workplace has changed, especially in how they leverage technology to achieve more with less. Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he explores ideas and solutions that HR and Corporate Communications have embraced to improve how, where, and when they engage with employees. We will discuss how to best leverage SharePoint, Microsoft Teams, and Yammer for modern communications and take advantage of AI and Microsoft technology to accelerate and improve key communication and content. The technology, best practices, and approach can make all the difference, and it has, for some organizations, led to more significant HR, Intranet, and communications success.
Microsoft x 2toLead Webinar Session 2 - How Employee Learning and Development...2toLead Limited
This document discusses how employee learning and development is changing with the use of AI tools like Copilot. It finds that most employees wish they had more time for professional learning and development. Copilot and AI can help by providing personalized learning recommendations, automatically curating relevant content, and helping measure the impact of learning on productivity. The document outlines how Microsoft Viva apps like Learning, Connections, Insights can help drive Copilot adoption, measure its effectiveness, and support learning in the flow of work.
Connections is a company branded employee app in Teams. It is a gateway to your employee experience, with personalized news, communications, tasks, people and resources. It provides a single curated employee destination that can be configured for specific roles like frontline workers. So, leaders can communicate and engage their employees, and employees can get easy access to the tools and resources they need from one place.. Connections builds on existing capabilities in Microsoft 365 like SharePoint and Yammer. And it pulls your communications together into a pre-configured app in Teams, designed for both desktop and mobile workers. It also acts as a launching pad to the other 3 Viva modules
Insights brings together Workplace Analytics, MyAnalytics and Glint into a unified insights app in Teams to provide data-driven and privacy-protected insights for individuals, managers and leaders. For example, employees get personalized insights, only they can see, that help them protect their time for breaks, focused work, and learning in order to promote improved productivity and wellbeing.
Topics focuses on knowledge and expertise. Topics applies AI to identify knowledge and experts and organize them into shared topics. AI automatically creates a topic page for each topic. It’s like Wikipedia for the enterprise where AI does the first draft. And these topic pages are surfaced as Topic Cards right in the flow of work in Office and Teams.
Finally, Learning allows employees to easily discover informal and formal learning in the flow of work. It aggregates content from LinkedIn Learning, Microsoft Learn and 3rd party training content and your own organizations content – all in one place. Along with providing aggregation and recommendations, it also allows managers to assign and track training, as well as report on training within and across teams.
BlogWell New York Social Media Case Study: Hewlett-Packard, presented by Mia ...SocialMedia.org
Hewlett-Packard's Social Media Manager, Mia Dand, shares how HP got management and stakeholder buy-in to build a successful social media Center of Excellence.
Formed in 2011, The Infotention Network, LLC focuses on developing courses, tools, and the learning networks required to enable the fullest participation of an informed citizenry and the development of a sustainable capable and confident workforce.
The document discusses using web 2.0 tools like social learning networks for eLearning and knowledge management. It provides examples of how a mortgage company, ALI Group, implemented a blended learning approach using tools like wikis, blogs, webinars and online communities. They aimed to increase training reach, consistency in business generation and ROI. Lessons learned included getting business buy-in, allowing time for adoption, keeping content fresh, and reporting savings. Next steps included incorporating more tools like Yammer and evaluating effectiveness. Risks discussed were privacy, security and productivity, and ways to market trainings, monitor usage, and measure ROI through engagement metrics.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
Delivering successful innovation depends on diversity. The document discusses how diversity is crucial to innovation and outlines IBM's innovation programs and approaches used with clients, including case studies. It emphasizes that diversity of thoughts and perspectives within teams is important for innovation. It also discusses IBM's global research capabilities and tools used to define and implement innovative ideas with clients.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
The document provides an overview of the LearningCafe Year End Omnibus Webinar 2018 that took place on December 28th, 2018 from 12:30-2 PM in Sydney. It lists ways for participants to engage in the webinar through a Q&A box, Twitter backchannel, and provides information on the experienced panel that will discuss knowledge sharing, better practices, and leadership. The webinar aimed to provide a community of professionals focused on implementing organizational learning ideas.
The Emergence of MOOCs: What Does This Mean to You? Will This Market Disrupt ...Udemy for Business
The MOOC marketplace has exploded with growth over the last two years - with educational content now available in many forms from many channels. In this webinar we will overview the MOOC market and give HR and L&D managers our perspectives on the market, how to think about MOOCs and other forms of online content, and what kinds of tools and solutions are now available for corporate buyers.
Educational technology startups are continuing to grow, with more than $800 million in venture capital flowing into this sector in the last 12 months1. Who are some of the important players and how do they fit into the world of corporate training? In this webinar, Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP will highlight the market and help you understand your opportunities to leverage amazing educational content for your entire organization.
For more information, contact business@udemy.com.
Brandon Hall/QuickLessons social media for learningQuickLessons LLC
Slides from QuickLessons-sponsored Brandon Hall Group webinar presented 4/27/11: “Using Social Media for Learning: Tools and Practices.” Includes survey responses from webinar.
Agile Marketing Engagement Strategies - Digital Industry NetworksAndy McCartney
If one of your business objectives is to rapidly generate a new source of contacts, engagement, thought leadership and leads, then ... bypass traditional PR and prospecting, and establish direct compelling conversation with prospects and customers via a "Digital Industry Network"
Six Habits of Highly Effective Talent ManagersWebanywhere
The document outlines six habits of highly effective talent managers. It discusses (1) starting with the end goal in mind and ensuring talent management aligns with business needs, (2) understanding organizational culture and readiness for change, and (3) whether to prioritize performance or potential. It also addresses (4) different approaches to talent mapping, (5) the pros and cons of transparency, and (6) effectively communicating the value of talent management to senior leadership.
This document discusses talent management and identifies some issues with current approaches. It notes that while 54% of organizations report doing talent management, only 20% have a formal definition and less than 60% believe their efforts are effective. It identifies that talent management often focuses exclusively on developing high potentials and senior managers. However, this risks demotivating other employees and neglecting the organization as a whole. The document advocates for a more inclusive approach to talent management, referred to as "talenting", which focuses on developing all employees and emphasizes social capital and relationships within the organization.
Totara allows users to map learning to organizational hierarchies and job positions through configurable frameworks. These frameworks can represent the structure of an organization with different levels, departments, and job roles. Competencies and courses can then be assigned to various positions and levels in the organizational structure. Learners are also assigned to organizations and positions, tying everything together in the learning management system for reporting and management of learning across an organization.
Webanywhere provides learning solutions to over 3,000 organizations in Europe and the US. They offer creative, lifelong learning solutions to help connect individuals and help them grow. They were chosen by the British Safety Council for their can-do approach and ability to understand business needs to build effective, long-term solutions. Webanywhere provides consultancy, learning platforms, and integration and support services to help organizations overcome challenges in workplace learning and development.
Traditional instructor-led training is seen as forced learning, but needs to blend with other modes to be more engaging. Learning management systems must incorporate social elements and mobile accessibility to avoid becoming like ghost towns. Pull learning, which is learner-driven and allows access anywhere at any time, is becoming more relevant as learning grows more blended, social, and community-driven to match how employees use tools like social media. Research predicts over 1.6 billion mobile devices by 2013, showing the need for accessible just-in-time learning.
New Year, New Learning? How a Social learning model could transform L&D in 2012Webanywhere
Traditional instructor-led training is seen as "push learning" that can be boring, while modern learning is becoming more blended, social, and community-driven. Learning management systems must incorporate mobile accessibility and social elements to engage users, otherwise they risk becoming unused. Pull learning, where learners have freedom and access learning anywhere anytime, is becoming more relevant as employees constantly use social tools and mobile devices for learning. Gartner research predicts over 1.6 billion mobile devices will be in use by 2013.
Training in the 21st century e book g_dv2.0Webanywhere
E-book for training providers and corporate L&D managers explaining how a blend of online training (e-learning) and classroom training methods can drive business efficiency and productivity
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
Nunit vs XUnit vs MSTest Differences Between These Unit Testing Frameworks.pdfflufftailshop
When it comes to unit testing in the .NET ecosystem, developers have a wide range of options available. Among the most popular choices are NUnit, XUnit, and MSTest. These unit testing frameworks provide essential tools and features to help ensure the quality and reliability of code. However, understanding the differences between these frameworks is crucial for selecting the most suitable one for your projects.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
3. HRD - how it has evolved since the 1990’s 1990 ’s 2000 ’s Business Function Business Partner Strategic Partner - L+D - Organisational design - Communication - Recruiting - Personnel - Administration - Payroll - Benefits - Talent Management - Performance Management - Competency Management - Succession Planning
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5. How does HRD cater for increasing demand? Instructor led training Blended Learning Social Learning Mobile Learning Next generation
6. Social media - ‘learning, on demand’ USe of web 2.0 technologies are being used more frequently by internal than external purposes. 83% - fostering collaboration across company 78% - enhancing culture 71% - training 67% - developing products/ services 54% - internal recruiting Source : McKinsey Report, Dec 2011
8. 90-9-1 Principle Social/ web 2.0 tools provides you with more reach in your internal learning and development department 1% = Creators, driving people to the site through activity/ threads 9% = Editors, modifying the content/ QA 90% = Audience, the reach and the employees you attract who tend to read the content but not necessarily participate
9. What value does open source bring? Social media Podcasting Messaging Forums Comments Video RSS Feeds Reports & Tracking
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11. eLearning Guild Research; Moodle #1 LMS Moodle is ranked the number 1 LMS product among eLearning Guild members with over 24% of respondents selecting it as their primary LMS.
12. Thank you ...if you are interested in learning more you can contact us on... t - 01535 358177 w - www.webanywhere.co.uk/business e - [email_address] uk