This document outlines the activities and topics covered in each class of the HS 490 Senior Seminar course. The course aims to help students demonstrate their acquired knowledge, skills, and abilities in their major. Over the course of 12 classes, students will learn about social research methods, career management theory, and strategies through lectures, readings, and quizzes. They will also complete a research paper on their career choice.
Career management involves helping employees identify their interests, skills, career goals, and action plans to achieve those goals. It is important for both companies and employees. For companies, it helps ensure they have qualified employees and higher commitment. For employees, it prevents frustration and feeling undervalued. Some challenges in career management include onboarding new employees, offering dual career paths for technical specialists, dealing with career plateaus, and accommodating career breaks. Companies address these challenges through structured programs, tools, and defined processes to help guide employee career development.
Career Management for middle managers, issues and challenges in career management for middle managers, indian managers challenges in career management, top industry leader view, roundtable outcome,Challenges and expectations at middle level,Ways of developing middle managers,Paradigms of dealing with middle management,Career Management and Performance
The document presents Rob Straby's "High 5" principles of strategic career management: (1) Change is constant, (2) Encourage the heart by clarifying what excites you, (3) Focus on the journey by setting goals and taking action, (4) Learning is ongoing through developing skills and tracking progress, (5) Build relationships by networking and getting support. The presentation provides career assessment tools and discusses how applying these principles can help individuals achieve career success on their own terms through active career management.
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
Career management is the process by which employees become aware of their interests, strengths, weaknesses and values, obtain information about job opportunities, identify career goals, and establish plans to achieve those goals. It is important for employee motivation and retention. Effective career management systems are aligned with business needs, encourage active employee participation, and provide ongoing evaluation and improvement. Both employees and managers have important roles to play, with managers acting as coaches, appraisers, advisors, and referral agents to help employees manage their careers. Systems should be evaluated based on employee and manager reactions and results to ensure they are meeting objectives.
The document discusses career management and development. It identifies reasons why companies should help employees manage their careers, including motivating employees and retaining talent. It also explains how careers and career management have changed, with employees now responsible for managing protean careers. The document outlines the career development process and tasks at different career stages. It provides information on developing career management systems and the roles of employees, managers, and companies in effective career management.
This document discusses career management and development. It covers traditional and protean career concepts, stages of career development including preparation, entry, early/mid/late career, and a four stage model of exploration, establishment, maintenance, and disengagement. The document also outlines the career management process, roles and responsibilities of managers, employees and HR in career development, and potential issues that can arise from a lack of career management.
This document discusses careers and career management. It defines organizational careers as sequences of promotions within a work hierarchy over a person's career. Career management aims to influence individuals' careers through activities like succession planning, development programs, and managing high-potential employees. However, challenges have emerged like structural changes, values shifts, and more temporary/flexible careers. New concepts like protean, boundaryless, and employable careers focus on individuals taking responsibility for their own career development across organizations through networking and skills updates. While organizations still aim to attract and retain talent, they must recognize employees see themselves as independent and marketable, so commitment depends on development opportunities and support.
Career management involves helping employees identify their interests, skills, career goals, and action plans to achieve those goals. It is important for both companies and employees. For companies, it helps ensure they have qualified employees and higher commitment. For employees, it prevents frustration and feeling undervalued. Some challenges in career management include onboarding new employees, offering dual career paths for technical specialists, dealing with career plateaus, and accommodating career breaks. Companies address these challenges through structured programs, tools, and defined processes to help guide employee career development.
Career Management for middle managers, issues and challenges in career management for middle managers, indian managers challenges in career management, top industry leader view, roundtable outcome,Challenges and expectations at middle level,Ways of developing middle managers,Paradigms of dealing with middle management,Career Management and Performance
The document presents Rob Straby's "High 5" principles of strategic career management: (1) Change is constant, (2) Encourage the heart by clarifying what excites you, (3) Focus on the journey by setting goals and taking action, (4) Learning is ongoing through developing skills and tracking progress, (5) Build relationships by networking and getting support. The presentation provides career assessment tools and discusses how applying these principles can help individuals achieve career success on their own terms through active career management.
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
Career management is the process by which employees become aware of their interests, strengths, weaknesses and values, obtain information about job opportunities, identify career goals, and establish plans to achieve those goals. It is important for employee motivation and retention. Effective career management systems are aligned with business needs, encourage active employee participation, and provide ongoing evaluation and improvement. Both employees and managers have important roles to play, with managers acting as coaches, appraisers, advisors, and referral agents to help employees manage their careers. Systems should be evaluated based on employee and manager reactions and results to ensure they are meeting objectives.
The document discusses career management and development. It identifies reasons why companies should help employees manage their careers, including motivating employees and retaining talent. It also explains how careers and career management have changed, with employees now responsible for managing protean careers. The document outlines the career development process and tasks at different career stages. It provides information on developing career management systems and the roles of employees, managers, and companies in effective career management.
This document discusses career management and development. It covers traditional and protean career concepts, stages of career development including preparation, entry, early/mid/late career, and a four stage model of exploration, establishment, maintenance, and disengagement. The document also outlines the career management process, roles and responsibilities of managers, employees and HR in career development, and potential issues that can arise from a lack of career management.
This document discusses careers and career management. It defines organizational careers as sequences of promotions within a work hierarchy over a person's career. Career management aims to influence individuals' careers through activities like succession planning, development programs, and managing high-potential employees. However, challenges have emerged like structural changes, values shifts, and more temporary/flexible careers. New concepts like protean, boundaryless, and employable careers focus on individuals taking responsibility for their own career development across organizations through networking and skills updates. While organizations still aim to attract and retain talent, they must recognize employees see themselves as independent and marketable, so commitment depends on development opportunities and support.
This PowerPoint presentation discusses career management and development. It covers topics such as traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The presentation aims to help students understand the basics of career management and examine issues related to managing careers.
The document discusses various aspects of career management and planning. It covers topics such as:
- Career management being a lifelong process that facilitates transition from childhood through stages of education, skills development, networking, and obtaining jobs.
- Common myths around career choice and the importance of self-assessment from an early age.
- Steps in career planning including developing skills at primary, secondary, and preparatory education stages.
- Factors to consider when choosing a career path and finding desired jobs based on interests, abilities, and personal research.
- Skills needed for career success such as communication, teamwork, and continuous learning.
The document provides an overview of key elements to manage one's
This document discusses employee development, training and career management. It states that training and development will be required and focus on current and future needs of employees and the company. Development helps retain and motivate employees. Approaches to development include formal education, assessments, benchmarks, performance reviews, job experiences, and relationships. Career management influences career motivation and companies should create a learning environment. Traditional careers focus on promotions while protean careers emphasize flexibility. A career development model includes exploration, establishment, maintenance and disengagement stages. Employees, managers and HR all play roles in career management.
This document discusses career planning and development. It defines key terms like career goals, career paths, and career anchors. It also outlines the career development cycle and discusses organizational and individual career development perspectives. It provides examples of career paths and stages of career development. Finally, it discusses the role of HR in career development and provides the example of succession planning at Bajaj Auto and career development practices at Wipro.
The document discusses careers and career management. It defines what a career is, current trends in careers, and what career management entails. Career management involves setting goals, learning, and networking to advance one's career over the long term. The document also discusses different career forms, anchors, factors for career success, and tips for improving one's career.
The document discusses concepts related to career management including defining a career, career management, career planning, career stages, career paths, developing the right career path, John Holland's model of career choices, and career anchors. Specifically, it defines a career as a sequence of related work activities that provide meaning to a person's life. It describes career management as a process where employees conduct self-assessments, identify career goals, and develop action plans. Career planning involves self-assessment, exploring options, developing a plan, implementing the plan, and ongoing review. It also outlines five stages of a career: growth, exploration, establishment, maturity, and decline.
This document discusses various career development interventions that organizations can implement. It begins by providing an overview of the most widely used interventions, including alternative career paths, assessment centers, career coaching/counseling, cross-training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is briefly described.
It then presents three case studies and asks the reader to identify which interventions may be most appropriate to resolve each case. The case studies provide an opportunity to stimulate discussion on the benefits and drawbacks of different career development practices. Finally, the document suggests that human resource professionals can use these discussions to get a preliminary sense of career development
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
The document discusses career planning and development. It defines career and explains that career planning helps organizations sustain employee productivity and prepare for change. The objectives of career planning are to identify opportunities, reduce turnover, increase productivity, identify career stages to enhance motivation, and help employees reach career goals. Career planning involves assessing skills, counseling, determining career paths, succession planning, and providing feedback. It is important for both employee development and achieving organizational goals.
This document discusses career development from both organizational and individual perspectives. It defines key terms like career, career development, employee development, and covers traditional career stages from exploration to decline. Holland's vocational themes and Myers-Briggs typologies for understanding personality types are also introduced. The document emphasizes that individuals are responsible for managing their own careers and provides tips for career enhancement, including knowing your strengths, managing your reputation, building networks, and documenting achievements.
developing the organization means developing someone career, these slides explain about how to develop employees career in the organization (ugik sugiharto, GBS)
This document discusses career management in three parts. It first defines key terms like career, career planning, and development. It then outlines the traditional stages of a career from exploration to decline. Finally, it discusses the roles and responsibilities of individuals, managers, and organizations in career development and planning. The key roles include assessing interests, setting goals, providing feedback and opportunities for growth, and supporting employees' development plans. Overall, the document provides an overview of concepts and best practices for managing careers at both the individual and organizational level.
The chapter discusses several special challenges in career management that companies may face:
1) Designing effective socialization and orientation programs to help new employees adjust and be productive more quickly.
2) Developing dual career paths to provide opportunities for advancement for both technical/professional employees as well as managers.
3) Addressing issues like plateaued careers, skills obsolescence, and balancing work and personal life, which can affect employee motivation and retention.
4) Outlining policies and strategies to help employees through transitions like job loss or retirement.
The document provides an overview of these topics and considerations for companies in developing effective programs and policies to address these challenges.
The document discusses career planning and succession management. It covers topics such as career stages, factors influencing career choices, the importance of career planning for individuals and organizations, career planning processes, issues that can impact careers, and succession planning. Specifically, it outlines the steps in succession planning as identifying current job holders and qualified potential replacements, assessing their performance and readiness, and developing a plan to fill future vacancies from within the organization. Succession planning helps ensure continuity and a steady flow of talent to key roles.
This document discusses training and development. It covers the systems approach to training, which includes needs assessment, program design, implementation, and evaluation. Needs assessment involves analyzing the organization, tasks, and individuals. Program design establishes objectives and applies learning principles. Training methods discussed include on-the-job training, classroom instruction, and e-learning. Management development techniques include case studies, simulations, and on-the-job experiences. The document provides an overview of key topics in training and development.
This document discusses career systems and development. It begins by defining a career as a sequence of work-related activities and experiences that span an individual's lifetime. Careers are individually perceived and involve both internal and external factors. The document then discusses career development from the perspectives of both individuals and organizations, noting it is a continual matching process. It also outlines common career transitions individuals face, such as choosing a field, finding jobs, developing within a role or company, and planning for retirement. The goal is a mutually beneficial relationship between individual career success and organizational effectiveness.
The document announces The HR Generalist School, a year-long learning opportunity for HR generalists beginning in May 2011 in Chicago. It will feature exceptional faculty including thought leaders like David Ulrich, Phil Harkins, Chris Argyris, Warren Bennis, and Edgar Schein. The school is embedded within Linkage's Organizational Development Summit and includes focus area sessions, learning teams, and presentations on topics like performance management, talent management, leadership development, and employee engagement.
This PowerPoint presentation discusses career management and development. It covers topics such as traditional versus career development focuses, the roles of individuals, managers, and organizations in career development, methods for enhancing diversity through career management, and how career development can foster employee commitment. The presentation aims to help students understand the basics of career management and examine issues related to managing careers.
The document discusses various aspects of career management and planning. It covers topics such as:
- Career management being a lifelong process that facilitates transition from childhood through stages of education, skills development, networking, and obtaining jobs.
- Common myths around career choice and the importance of self-assessment from an early age.
- Steps in career planning including developing skills at primary, secondary, and preparatory education stages.
- Factors to consider when choosing a career path and finding desired jobs based on interests, abilities, and personal research.
- Skills needed for career success such as communication, teamwork, and continuous learning.
The document provides an overview of key elements to manage one's
This document discusses employee development, training and career management. It states that training and development will be required and focus on current and future needs of employees and the company. Development helps retain and motivate employees. Approaches to development include formal education, assessments, benchmarks, performance reviews, job experiences, and relationships. Career management influences career motivation and companies should create a learning environment. Traditional careers focus on promotions while protean careers emphasize flexibility. A career development model includes exploration, establishment, maintenance and disengagement stages. Employees, managers and HR all play roles in career management.
This document discusses career planning and development. It defines key terms like career goals, career paths, and career anchors. It also outlines the career development cycle and discusses organizational and individual career development perspectives. It provides examples of career paths and stages of career development. Finally, it discusses the role of HR in career development and provides the example of succession planning at Bajaj Auto and career development practices at Wipro.
The document discusses careers and career management. It defines what a career is, current trends in careers, and what career management entails. Career management involves setting goals, learning, and networking to advance one's career over the long term. The document also discusses different career forms, anchors, factors for career success, and tips for improving one's career.
The document discusses concepts related to career management including defining a career, career management, career planning, career stages, career paths, developing the right career path, John Holland's model of career choices, and career anchors. Specifically, it defines a career as a sequence of related work activities that provide meaning to a person's life. It describes career management as a process where employees conduct self-assessments, identify career goals, and develop action plans. Career planning involves self-assessment, exploring options, developing a plan, implementing the plan, and ongoing review. It also outlines five stages of a career: growth, exploration, establishment, maturity, and decline.
This document discusses various career development interventions that organizations can implement. It begins by providing an overview of the most widely used interventions, including alternative career paths, assessment centers, career coaching/counseling, cross-training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is briefly described.
It then presents three case studies and asks the reader to identify which interventions may be most appropriate to resolve each case. The case studies provide an opportunity to stimulate discussion on the benefits and drawbacks of different career development practices. Finally, the document suggests that human resource professionals can use these discussions to get a preliminary sense of career development
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
The document discusses career planning and development. It defines career and explains that career planning helps organizations sustain employee productivity and prepare for change. The objectives of career planning are to identify opportunities, reduce turnover, increase productivity, identify career stages to enhance motivation, and help employees reach career goals. Career planning involves assessing skills, counseling, determining career paths, succession planning, and providing feedback. It is important for both employee development and achieving organizational goals.
This document discusses career development from both organizational and individual perspectives. It defines key terms like career, career development, employee development, and covers traditional career stages from exploration to decline. Holland's vocational themes and Myers-Briggs typologies for understanding personality types are also introduced. The document emphasizes that individuals are responsible for managing their own careers and provides tips for career enhancement, including knowing your strengths, managing your reputation, building networks, and documenting achievements.
developing the organization means developing someone career, these slides explain about how to develop employees career in the organization (ugik sugiharto, GBS)
This document discusses career management in three parts. It first defines key terms like career, career planning, and development. It then outlines the traditional stages of a career from exploration to decline. Finally, it discusses the roles and responsibilities of individuals, managers, and organizations in career development and planning. The key roles include assessing interests, setting goals, providing feedback and opportunities for growth, and supporting employees' development plans. Overall, the document provides an overview of concepts and best practices for managing careers at both the individual and organizational level.
The chapter discusses several special challenges in career management that companies may face:
1) Designing effective socialization and orientation programs to help new employees adjust and be productive more quickly.
2) Developing dual career paths to provide opportunities for advancement for both technical/professional employees as well as managers.
3) Addressing issues like plateaued careers, skills obsolescence, and balancing work and personal life, which can affect employee motivation and retention.
4) Outlining policies and strategies to help employees through transitions like job loss or retirement.
The document provides an overview of these topics and considerations for companies in developing effective programs and policies to address these challenges.
The document discusses career planning and succession management. It covers topics such as career stages, factors influencing career choices, the importance of career planning for individuals and organizations, career planning processes, issues that can impact careers, and succession planning. Specifically, it outlines the steps in succession planning as identifying current job holders and qualified potential replacements, assessing their performance and readiness, and developing a plan to fill future vacancies from within the organization. Succession planning helps ensure continuity and a steady flow of talent to key roles.
This document discusses training and development. It covers the systems approach to training, which includes needs assessment, program design, implementation, and evaluation. Needs assessment involves analyzing the organization, tasks, and individuals. Program design establishes objectives and applies learning principles. Training methods discussed include on-the-job training, classroom instruction, and e-learning. Management development techniques include case studies, simulations, and on-the-job experiences. The document provides an overview of key topics in training and development.
This document discusses career systems and development. It begins by defining a career as a sequence of work-related activities and experiences that span an individual's lifetime. Careers are individually perceived and involve both internal and external factors. The document then discusses career development from the perspectives of both individuals and organizations, noting it is a continual matching process. It also outlines common career transitions individuals face, such as choosing a field, finding jobs, developing within a role or company, and planning for retirement. The goal is a mutually beneficial relationship between individual career success and organizational effectiveness.
The document announces The HR Generalist School, a year-long learning opportunity for HR generalists beginning in May 2011 in Chicago. It will feature exceptional faculty including thought leaders like David Ulrich, Phil Harkins, Chris Argyris, Warren Bennis, and Edgar Schein. The school is embedded within Linkage's Organizational Development Summit and includes focus area sessions, learning teams, and presentations on topics like performance management, talent management, leadership development, and employee engagement.
Career planning involves a lifelong process of self-assessment, research into academic and career options, and gaining relevant work experience to help individuals match their goals and opportunities. It is important for both individuals and organizations, as it provides clarity, growth opportunities, and aids in retention. For individuals, the process includes self-assessment, exploring options, practical experience like internships, and job searching. Organizations also engage employees in direction-setting, transition planning, and outlining career paths and options. Effective career planning requires initiative, feedback, and a supportive environment from both parties.
1. ONGC is India's largest oil and gas company that has been actively involved in corporate social responsibility initiatives since its inception. It allocates 0.75% of annual net profits to socio-economic development programs.
2. ONGC undertakes various CSR activities at the corporate and local levels like disaster relief, education programs, healthcare, rural infrastructure development. It has also partnered with the government on initiatives like PURA to bridge the urban-rural divide.
3. ONGC received an international award for its CSR efforts in emerging economies, recognizing that such activities help companies improve relations with communities and build a sustainable brand image in the long run.
The document provides an assessment plan for a Career Services program with 4 outcomes. Outcome 1 aims to have 85% of students feel competent in career development after consultations. Outcome 2 targets having 80% of students score in the exceptional range on an interview skills rubric after mock interviews. Outcome 3 seeks to have 90% of students demonstrate professional competencies for part-time employment after consultations. Outcome 4 establishes benchmarks for evaluating the Career Services program using the CAS Self Assessment Guide.
This document discusses course design for employability in higher education. It provides context on the importance of employability in education and outlines models and approaches to developing employability in students. Specifically, it discusses:
1) The political and institutional perspectives that emphasize employability and how universities can support students' career development.
2) Models of employability including the USEM framework that identifies subject understanding, skills, metacognition/self-theories, and work experience as key components.
3) Approaches taken in the sport science program that embed employability through a developmental "core curriculum" at all levels with a focus on familiarization, skill-building, and engagement in work-related learning projects.
Study of leadership styles and staff retentio1raj-bikram
This document provides an overview of a proposed study on the relationship between leadership styles and staff retention. The study aims to identify how leadership styles influence staff turnover and what factors cause employees to leave organizations. It will evaluate the qualities of leaders that impact retention and analyze the degree to which leadership style affects retention. Both primary research through surveys and secondary research of literature will be used. The findings intend to provide insights on how organizations can best manage talent and reduce staff turnover through leadership.
DISCUSSION TOPIC 1: Leadership Competencies
READING 1.
Robert House (1996) initially developed Pathgoal theory to explain workplace leadership. The theory builds on two work motivation theories of goal setting and expectancy theory. Goal setting theory is based on the idea that an effective way to motivate employees is to set challenging goals that are both realistic and offer a reward for completion. Expectancy theory helps explain why people work hard to attain goals and suggest employees will work hard if they believe completing their goals will lead to a reward such as a bonus or promotion and that the behaviors they engage in are likely to help them meet their goal. Employees who do not value the reward associated with the goal or believe that a particular behavior will help then reach that goal they will not be motivated to reach their goals (House, 1996).
Pathgoal theory also suggests that effective leaders are the ones who can help there employees reach the goals of the organization and that the leaders have the responsibility to provide the employees the necessary tools, including information and support to reach those goals. Leaders must help their followers with goal attainment by removing obstacles that might prevent them from reaching their goals. It important to consider that pathgoal theory is a contingency theory and an effective leader must adopt a style of leadership that matches the needs of the employees in any given situation. There are four main leadership styles identified by the theory that includes Supportive, Directive, Participative, and Achievement oriented (Avolio, 2007). Supportive leadership requires the leader to identify with the needs of the subordinate and that they create a positive atmosphere for them to work in. Directive leadership requires that a leader give their employees clear guidelines and let them know what is expected of them by enforcing rules and procedures. Participative leadership requires that a leader consult with their subordinates and consider their opinions and suggestions when determining the strategy to meet their goals. Finally, the Achievement oriented style uses a method in which challenging goals are set to emphasize excellence and building confidence that the employees are capable of working to high standards. It is also important to recognize that the style of leadership will depend on environmental factors such as the nature of the task and internal factors such as the experience and abilities of the employees.
For the situation given in this week’s discussion supportive leadership would probably not be the best choice. This is because supportive leadership is most effective when the tasks are somewhat routine, boring, or even dangerous. This type of leadership helps remove negative aspects of the job. Directive leadership is best applied to situations in which there is much uncertainty within the working environment and direction helps clarify and redu.
The document discusses career management and development. It defines key terms like career, career management, and career development. It also outlines the basics of career planning. It discusses the roles of the individual, manager, and organization in career development. It provides examples of career development initiatives organizations can implement and a sample agenda for a two-day career planning workshop. It also discusses identifying career stages and anchors, developing career plans, and succession planning.
1) Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes.
2) Coaching and mentoring are learning and development activities that share similar roots of nurturing staff and delivering results, though there is debate around their precise meanings. They draw out potential in employees through analysis, reflection, and action focused on skills, performance, and personal development.
3) Coaching and mentoring can be applied whenever performance or motivation needs improving, such as developing careers, solving problems, overcoming conflicts, and remotivating staff. They follow a structured process
1. Career planning is a process of systematically matching career goals and individual capabilities with opportunities for their fulfillment.
2. It involves self-assessment, setting goals, choosing academic and career options, making a plan of action, and seizing opportunities.
3. Career planning benefits both employees and organizations by facilitating internal staffing and promotions, workforce diversity, personal growth, and lower turnover.
The Australian Blueprint for Career DevelopmentDr Peter Carey
The document discusses implementing a K-12 career development culture in schools by following the Australian Blueprint for Career Development (ABCD) and the WA Guidelines for Career Development and Transition Support Services, which provide a framework for developing 11 career competencies across 4 phases from a whole-school approach involving teachers, parents, and school leadership.
This document provides information about goals for a portfolio, including an explanation of SMART goals which are specific, measurable, action-oriented, realistic, and time constrained. It then discusses each of the 5 APA goals for an undergraduate psychology program and lists relevant Georgia State University classes that correspond to each goal. The goals cover knowledge of psychology, scientific inquiry and critical thinking, ethical and social responsibility, communication, and professional development.
The document discusses various career development interventions that organizations can implement such as alternative career paths, assessment centers, career coaching, and job rotation. It provides a brief description of each intervention and examples of employee groups it could be used for. The document also presents three case studies and asks the reader to identify appropriate career development interventions for resolving each case.
Managing people assignment 21 INSTRUCTIONS.docThe Busines.docxinfantsuk
Managing people assignment 2/1 INSTRUCTIONS.doc
The Business School
2014-15
Module Code:
44202
Module Title:
Managing People
Level:
4
Element:
Essay 2
Weighting:
50%
Module Leader:
Paul Cross
The best way to manage people
How does management theory help a manager practice good organisational leadership? What attributes should an aspiring manager have?
You must support your argument with specific reference to the topics covered in Sessions 5 to 9
Students are advised to use the session 5-9 as guides for areas of interest and headings within the essay as well as a look at the ‘Graduates Attribute Framework’ to see what qualities employers are looking for in graduates. The assignment should also incorporate an appropriate introduction, discussion (which tackles the overall theme of the essay) and conclusion should also be provided.
Through your discussion you should demonstrate learning from the module, in particular from the seminar activities. These questions reflect the topics discussed in the seminars, so attendance at these will be a distinct advantage. You should also utilise knowledge from academic sources to help support your answers. These should be used to help form a critical discussion between what may be considered good or bad practice dependent upon the type of work criteria you are looking at.
Additionally you should demonstrate broad and appropriate reading, critical thinking and discussion skills.
The word limit is 2500 words. Penalties for over-length assignments will be applied – please refer to the module handbook.
Please refer to the module handbook for full submission instructions.
This assignment assesses learning outcomes A,B & C as per the module handbook.
This assignment will be marked using the criteria in the grid overleaf.
Criterion Referencing Grid
CRITERION
70+
60-69
50-59
40-49
Below 40
Addresses the brief given
All elements of the brief are addressed, a sophisticated discussion and clearly articulated response
Most elements of the brief are addressed, a good discussion and response is provided
The basic elements of the brief are addressed, a basic discussion and response are provided
Key elements of the brief are ignored, a very basic discussion and response are provided
Most of the brief is ignored, unsatisfactory / absent discussion and response
Demonstrates learning from the module
A high level of learning from the module is demonstrated
A good level of learning from the module is demonstrated
A satisfactory level of learning from the module is demonstrated
Some learning demonstrated but key ideas are rather confused
Unsatisfactory level of learning from the module
Shows evidence of appropriate reading
Shows considerable evidence of reading beyond basic texts. Imaginative ideas resulting from texts
Some evidence of reading beyond the basic texts
Key texts are identified and appropriately referenced
Some references cited but these are not relevant or referenced correctly
Few / no a ...
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
John Adair And Leadership Skills -Motivation and Decision MakingDemandGen
This document discusses leadership skills and theories of motivation. It covers John Adair's leadership model of focusing on tasks, teams, and individuals. It also discusses Adair's views on motivation, including his 8 rules for motivation and the 50:50 rule about sources of motivation. Additionally, it outlines theories of motivation from Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Managers are advised to recognize individuals' needs for achievement, self-direction, and meaning while providing guidance and rewards.
HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRDAshish Hande
The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
The document provides an orientation to career guidance and counseling in developing countries. It discusses the need for career planning given complex modern societies. Traditional assumptions about career assessment and choice are giving way to recognition that multiple factors influence careers in contexts of uncertainty. Career development is emerging as a professional activity requiring philosophical grounding and multi-layered training. An example workshop orientation provides foundational theory and tools to implement career guidance programs while building support through demonstration of value. Evaluation found the workshop significantly increased participants' career development knowledge and skills.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
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.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Hs 490 reading quizes
1. HS 490 HS 490 Senior Seminar in
Human Serves and Resources
Activities - Class 1
Introductions Course Intro - Start
1. Name 1. Syllabus Review
2. Classification 1. Key Points
3. Graduation Date 2. Career Choice Model
4. Your Career Choice
1. LiveCareer Activity
2. HS 490
The goal of this course
Demonstrate acquired the knowledge,
skills, and abilities required in their major.
oral and written communication skills
the ability to understand and apply theories
the ability to analyze problems
research literature
propose viable solutions.
3. HS 490
Students will learn
Social research methods
Career management theory
Research manuscript preparation
Strict American Psychological Association
(APA)
Strategies for career management.
4. HS 490
Research Paper
1. Introductory Essay
2. Student Background Essay
3. Career Choice Essay
4. Coursework Essays (3)
5. Trends Article Summary Essays (3)
6. Career Management Plans*
7. Live Career Results*
8. Interview – someone in career choice*
* Incorporate into research paper – no essay required
5. HS 490 Career Management Model
Information, Opportunities, and support from Educational, Family,
Information, Opportunities, and support from Educational, Family,
Work, and Societal Institutions
Work, and Societal Institutions
Career Awareness of Self and
Goal Setting (C)
Exploration (A) Environment (B)
Career Feedback:
Appraisal (H) Work / Non-work (G)
Progress toward Strategy Strategy
Goal (F) Implementation (E) Development (D)
“Career Management” - Jeffrey H. Greenhaus, Gerald A. Callanan, and Veronica M Godshalk.
Thomson Southwestern.
6. HS 490
Activities - Class 2
Introduction of new students
Lecture
7. HS 490 Spring 2011 Term IV
Activities - Class 2
Lecture 1 – Basics of Career Management
1. A career is a pattern of work related experiences.
2.Career management is a process of individuals developing,
implementing, monitoring, and adapting career goals and
strategies.
3. Career development is an ongoing process of individuals
progressing through career related issues and tasks.
4. Career management heavily influences the success of
career development .
“Career Management” - Jeffrey H. Greenhaus, Gerald A. Callanan, and Veronica M Godshalk.
Thomson Southwestern.
8. HS 490 Career Management Model
Information, Opportunities, and support from Educational, Family,
Information, Opportunities, and support from Educational, Family,
Work, and Societal Institutions
Work, and Societal Institutions
Career Awareness of Self and
Goal Setting (C)
Exploration (A) Environment (B)
Career Feedback:
Appraisal (H) Work / Non-work (G)
Progress toward Strategy Strategy
Goal (F) Implementation (E) Development (D)
“Career Management” - Jeffrey H. Greenhaus, Gerald A. Callanan, and Veronica M Godshalk.
Thomson Southwestern.
9. HS 490
Activities - Class 3
Reading Quiz Chapter 2
1. The first steps to career management are job
market and family exploration.
2. Career goal setting leads to greater effectiveness,
resilience, and job involvement.
3. Career strategies rarely help to attain goals.
4. Career appraisal completes the career exploration
cycle.
10. HS 490
Activities - Class 4
Reading Quiz Chapter 3
1. Thorough self exploration involves values, interests, personality,
lifestyle preferences, and talents assessment.
2. Assessment tools are useful for identifying and narrowing ideas
for self exploration but are not conclusive enough for guidance.49
3. Environmental exploration involves occupation, job, organization,
and family assessment to understand and determine the ideal work
environment that matches self-assessment.54
4. It is important to complete self exploration before beginning
environmental exploration. 62
11. HS 490
Activities - Class 5
Reading Quiz Chapter 4
1. A career goal is a career-related outcome that a person intends to
attain. Sometimes it is better to not set a career goal.67-68
2. Long-term or short-term operational goals are the translations of
conceptual goals into specific jobs or positions.70
3.Career strategies do not have a one-size-fits-all solution. A list of
strategies should be flexible enough to be reassessed and possibly
revised repeatedly to be effective.90
4. Good sources for career appraisal are honest personal
observation, close observers, and those who are familiar with related
successes . 92-93
12. HS 490
Activities - Class 6
Reading Quiz Chapter 5
1. Career development is an ongoing process of individuals
progressing through career related issues, themes, or tasks. 13, 117
2. The 5 stages of Career Development (occupation choice, organizational entry,
early career: establishment and achievement, midcareer, and late career) are loosely linked to
age.121
3. Life experiences strongly shape career aspirations, experiences,
and concerns about careers.121
4. Models of career development agree that work, family, and self-
development concerns are interrelated. 117
13. HS 490
Activities - Class 7
Reading Quiz Chapter 6
1. Occupational Choice is better achieved after self and
environmental assessment.
2.Occupational Choice is a matching process that is influenced by
developmental, social and economic factors.
3. Life experiences strongly shape career aspirations, experiences,
and concerns about careers.121
4. Models of career development agree that work, family, and self-
development concerns are interrelated. 117
14. HS 490
Activities - Class 8
Reading Quiz Chapter 7
1. Organization Entry is better achieved if the employment seeker’s
and the potential employer ‘s expectations are congruent.
Employment seekers should research the company to which they
apply for employment before they apply.
3. Employers must conduct a thorough job analysis to insure the pool
of applicants match the organizational needs .
2.Realistic Job Previews (RJP) are necessary for effective recruiting.
15. HS 490
Activities - Class 9
Reading Quiz Chapter 9
1. Career Plateau is a common mid-to-late career issue.
Plateaued employees are more prone to deteriorated attitudes
and performance. 224
2. Career Obsolescence is the degree to which employees
are not up-to-date on their knowledge, skills, and abilities
(KSA’s). It is a not a uniquely midcareer issue but may be
more pronounced and devastating in mid career. 225
3. Mid-to-late-career career changes are often prompted
by a perceived lack of fit between the current employment
and their ultimate career goals.
4. A formal career management strategy can mitigate the
negative consequences of mid-to-late career issues.
16. HS 490
Activities - Class 10
Reading Quiz Chapter 11
1. The Care Management Model helps to integrate work and
home life. 317
2. Integrating work and home life is helpful but not vital to ones
quality of life. 317
3. Few organizations realize that it is in their best interest to
help their employees balance work and family
lives .304
4. It is increasingly recognized as a business necessity to
help employees balance their work and family lives. 304
17. HS 490
Activities - Class 12
Reading Quiz Chapter 14
1. Career management and human resource systems are integrated
to meet individual and organizational needs.
2. According to Edgar Schein’s Model of HR Planning and
Development, The Career Management process parallels the
human resources management process in many ways .
3. An employers equivalent to self-assessment is the human
resource inventory to determine if they can meet their goals with
their current employees.
4. There are three main pieces of the Schein model:
organizational-level activities, individual-level activities,
and the matching process .