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Hr competency mapping
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
Medical board out presentation
The document discusses the process of medical board out, which refers to terminating an employee's employment on medical grounds due to incapacity. It provides definitions and outlines key factors an employer must consider, such as the nature and likely duration of the illness/disability, prospects of recovery, impact on work, and whether alternative duties are possible. The steps involved include assessing work incapacity, determining the extent it impacts duties, exploring adaptations, and certifying the condition as permanent with little prospect of recovery. Case studies demonstrate how courts examine whether termination for medical reasons was justified.
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The document discusses various organizational and individual initiatives for career planning and development. Organizational initiatives include job posting systems, mentoring activities, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career pathing programs. Individual initiatives are career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies through tools like career interest inventories. The overall purpose is to encourage employees to take responsibility for their own career development and provide them resources to effectively plan their careers.
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The document discusses the concepts of career planning, its objectives, stages of career development, and benefits of mentoring. Career planning is described as a lifelong process of self-awareness, discovery, and goal achievement that helps individuals explore options, make decisions, and take action to achieve their ambitions. It benefits both employees and organizations by supporting skill and knowledge growth. The stages of career development include self-assessment, understanding career fields, trying careers, making a decision, and evaluating choices. Mentoring benefits mentees by increasing their confidence, potential, self-awareness, and employability through a trusting relationship with someone more experienced.
Career planning HRM
The document discusses career planning and development, outlining that a career is a sequence of related jobs that provide meaning over a person's working life. It describes the three stages of career development as self-development, career exploration, and career management. The document also discusses the four stages of choosing a career as self-awareness, opportunity awareness, decision making, and taking action, as well as identifying one's career anchor that drives them at work. Finally, it defines career planning as the systematic process of selecting career goals.
Slides, ADVEC, Licao 7, A Soberania de Deus, 3Tr22,Pr Henrique, EBD NA TV, Ce...
Slides, ADVEC, Licao 7, A Soberania de Deus, 3Tr22,Pr Henrique, EBD NA TV, Ce...Igreja Evangélica Assembleia de Deus Celebrando o Rei
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This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
Questionnaire employee loyalty
The document contains a 10-question survey assessing an employee's commitment to their work. It asks questions about willingness to work extra hours, take on more workloads, attend meetings, make critical decisions, take on responsibilities, and commitment during difficult financial times for the company. The respondent is asked to select their level of agreement with statements related to these topics on a scale from strongly disagree to strongly agree.
Recommended
Hr competency mapping
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
Medical board out presentation
The document discusses the process of medical board out, which refers to terminating an employee's employment on medical grounds due to incapacity. It provides definitions and outlines key factors an employer must consider, such as the nature and likely duration of the illness/disability, prospects of recovery, impact on work, and whether alternative duties are possible. The steps involved include assessing work incapacity, determining the extent it impacts duties, exploring adaptations, and certifying the condition as permanent with little prospect of recovery. Case studies demonstrate how courts examine whether termination for medical reasons was justified.
Career management PPT Slides
The document discusses various organizational and individual initiatives for career planning and development. Organizational initiatives include job posting systems, mentoring activities, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career pathing programs. Individual initiatives are career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies through tools like career interest inventories. The overall purpose is to encourage employees to take responsibility for their own career development and provide them resources to effectively plan their careers.
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The document discusses the concepts of career planning, its objectives, stages of career development, and benefits of mentoring. Career planning is described as a lifelong process of self-awareness, discovery, and goal achievement that helps individuals explore options, make decisions, and take action to achieve their ambitions. It benefits both employees and organizations by supporting skill and knowledge growth. The stages of career development include self-assessment, understanding career fields, trying careers, making a decision, and evaluating choices. Mentoring benefits mentees by increasing their confidence, potential, self-awareness, and employability through a trusting relationship with someone more experienced.
Career planning HRM
The document discusses career planning and development, outlining that a career is a sequence of related jobs that provide meaning over a person's working life. It describes the three stages of career development as self-development, career exploration, and career management. The document also discusses the four stages of choosing a career as self-awareness, opportunity awareness, decision making, and taking action, as well as identifying one's career anchor that drives them at work. Finally, it defines career planning as the systematic process of selecting career goals.
Slides, ADVEC, Licao 7, A Soberania de Deus, 3Tr22,Pr Henrique, EBD NA TV, Ce...
Slides, ADVEC, Licao 7, A Soberania de Deus, 3Tr22,Pr Henrique, EBD NA TV, Ce...Igreja Evangélica Assembleia de Deus Celebrando o Rei
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This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
Questionnaire employee loyalty
The document contains a 10-question survey assessing an employee's commitment to their work. It asks questions about willingness to work extra hours, take on more workloads, attend meetings, make critical decisions, take on responsibilities, and commitment during difficult financial times for the company. The respondent is asked to select their level of agreement with statements related to these topics on a scale from strongly disagree to strongly agree.
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The document discusses designing compensation systems based on merit and individual contributions. It provides details on developing merit pay grids that tie salary increases to both performance ratings and an employee's position in their current salary range. It also discusses alternative sales compensation plans and designing pay for knowledge programs based on competencies. The document outlines steps for developing a competency model, mapping competencies to employees, analyzing competency gaps, and computing an overall compensation factor for each employee based on their competency ratings.
Legal Considerations of Recruitment
When undertaking recruitment exercises, it is essential potential new employers are aware of the legal duties incumbent upon them. Whether it is ensuring decisions are not discriminatory, or undertaking sufficient measures to check an applicant’s eligibility to work in the UK or work with children, recruitment officers must have a thorough grounding in the legal implications of the decisions they make and the selection processes they employ.
In this recorded webinar, Adam Willoughby, a specialist employment law barrister at Broadway House Chambers, will:
‘Roadmap’ the key legal obligations recruiters are under and should be aware of when undertaking the recruitment process;
Look specifically at the duties contained in Equality Act 2010 in the context of recruitment;
Consider factors new employers should and should not be taking into account when assessing candidates
Explore practical steps recruiters can take at an early stage to help ensure compliance with legal obligations throughout the employment relationship.
This webinar will appear to Recruitment Officers, HR personnel, Managers, and Business Owners.
You can view the some of the webinar at the end of the slide deck. If you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
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Corporate downsizing is the process of Reorganizing a company structure in a manner that brings about layoffs of a potion of the company’s work force.
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03 El plan de salvación
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Unit i theories of motivation
Motivation theories can be categorized as internal, external, or those that emphasize the interaction between individuals and their environment. Early philosophers like Max Weber and Sigmund Freud explored motivation from religious and psychological perspectives. Maslow's hierarchy of needs categorizes needs from lowest physiological to highest self-actualization. McGregor's Theory X assumes people need direction while Theory Y assumes they can direct themselves. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary that prevent dissatisfaction. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence perceptions.
Career Management
This document discusses career planning and development initiatives for both organizations and employees. For organizations, it includes a job posting system, career resource center, career counseling, workshops on performance and goals, and career pathing resources on an intranet. For employees, it emphasizes taking responsibility for their own career development through activities like career planning, awareness of opportunities, and utilizing career resource center materials on competencies, training, and counseling. Career development workshops help employees assess their current situation and create realistic plans to achieve their goals.
Job Design
Here are a few thoughts on the relationship between worker happiness and productivity:
- Happy workers tend to be more engaged, motivated and satisfied in their work. This positive mindset can translate to higher quality work, better problem-solving skills, and increased effort and dedication to achieving goals. Unhappy workers may be less focused, efficient and committed.
- Feeling valued, respected and having some control over one's work are important factors that influence both happiness and productivity. Job designs and work environments that provide autonomy, feedback and opportunities for growth can boost both well-being and performance.
- Positive relationships with managers and coworkers also impact happiness at work. Supportive cultures where people feel they belong and can collaborate tend to see workers
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This document summarizes an incentive plan seminar discussing compensation strategies for motivating employee performance. It addresses issues around incentive plan design and provides suggestions. Specific compensation strategies covered include bonus plans, which are suggested for rewarding short-term quantified performance, and employee stock ownership plans (ESOPs), which are posed as a way to reward long-term performance. Benchmark ranges for common ESOP grants based on role are also provided. The document aims to provide guidance on effectively structuring incentive plans to drive desired business results through employee actions and alignment of goals.
Job evaluation
This document provides details about a job evaluation case study conducted by Hongkong Electric Company in 1984. The company hired an external consultant to design and evaluate benchmark jobs to establish a new salary scale. Job descriptions were developed for benchmark positions through interviews. A benchmark committee evaluated the jobs and scored them on factors like knowledge, problem-solving, and accountability. Over 800 non-benchmark jobs were also evaluated by comparing them to benchmark jobs, with the results reviewed by a non-benchmark committee. The goals of the job evaluation were to increase pay fairness and reduce disparities between local and expatriate salaries.
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This document contains information about performance evaluation forms and methods for evaluating the performance of an information technology director. It includes a sample performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for evaluating various skills and examples of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback. The document aims to provide useful resources and templates for conducting a thorough performance review of an IT director.
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This document provides information about performance evaluation forms and methods for real estate sales managers. It includes a sample job performance evaluation form with sections for rating performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. The goal is to help real estate managers formally evaluate sales managers' performance and set objectives for improvement.
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Art & Science Series - Misconduct 2017
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
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The document discusses designing compensation systems based on merit and individual contributions. It provides details on developing merit pay grids that tie salary increases to both performance ratings and an employee's position in their current salary range. It also discusses alternative sales compensation plans and designing pay for knowledge programs based on competencies. The document outlines steps for developing a competency model, mapping competencies to employees, analyzing competency gaps, and computing an overall compensation factor for each employee based on their competency ratings.
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When undertaking recruitment exercises, it is essential potential new employers are aware of the legal duties incumbent upon them. Whether it is ensuring decisions are not discriminatory, or undertaking sufficient measures to check an applicant’s eligibility to work in the UK or work with children, recruitment officers must have a thorough grounding in the legal implications of the decisions they make and the selection processes they employ.
In this recorded webinar, Adam Willoughby, a specialist employment law barrister at Broadway House Chambers, will:
‘Roadmap’ the key legal obligations recruiters are under and should be aware of when undertaking the recruitment process;
Look specifically at the duties contained in Equality Act 2010 in the context of recruitment;
Consider factors new employers should and should not be taking into account when assessing candidates
Explore practical steps recruiters can take at an early stage to help ensure compliance with legal obligations throughout the employment relationship.
This webinar will appear to Recruitment Officers, HR personnel, Managers, and Business Owners.
You can view the some of the webinar at the end of the slide deck. If you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
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The document discusses recruitment and selection processes. It covers external sources of recruitment like advertisements, employee referrals, and private agencies. It also discusses improving the effectiveness of external recruitment through metrics like yield ratio and cost per hire. The document then covers selecting talent internally through promotions and limitations of only internal hiring. Finally, it discusses the selection process including testing methods, interviews, medical exams, drug testing, and models for making final hiring decisions.
Retrenchment
Retrenchment is something akin to downsizing. when company goes through retrenchment, it reduces expenditures in an attempt to become more financially solvent.
Corporate downsizing is the process of Reorganizing a company structure in a manner that brings about layoffs of a potion of the company’s work force.
It may be due to economic downturns or business loss
Terminating without violating the law - Malaysia
This document provides an overview of employment termination laws and best practices for managers in Malaysia. It discusses the different types of voluntary and involuntary termination. If termination is unavoidable, the document advises proper planning to avoid unfair dismissal claims and legal issues. This includes following due process, such as conducting investigations for misconduct cases and domestic inquiries. The burden of proof is on the employer to show just cause for dismissal. Remedies for unfair dismissal include filing a representation with the Director General seeking reinstatement. Constructive dismissal occurs when an employer makes working conditions unbearable to force an employee to resign. Throughout, the document emphasizes complying with employment laws and natural justice to conduct termination lawfully and avoid disputes.
03 El plan de salvación
La Unión Europea ha anunciado nuevas sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen prohibiciones de viaje y congelamiento de activos para más funcionarios rusos, así como restricciones a las importaciones de productos rusos de acero y tecnología. Los líderes de la UE esperan que estas medidas adicionales aumenten la presión sobre Rusia para poner fin a su guerra contra Ucrania.
Contingent Workers
This document discusses various types of contingent worker arrangements and the legal standards for determining employment relationships. It notes that misclassifying employees as independent contractors can result in back taxes, penalties, and litigation costs. The key tests for determining employee status include the economic realities test, IRS 20-factor test, and common law agency test. Joint employment can occur when multiple entities exercise control over a worker's conditions.
Job Analysis and Design.pptx
The document discusses job analysis and design. It defines key terms like job, job design, and job analysis. It explains that job design can impact employee performance, satisfaction, turnover, absenteeism, and physical/mental health. Good job design includes job specialization, enrichment, ergonomics, motivation, and alternative work schedules. Job analysis identifies tasks and skills required for a job and is used for job definition, redesign, recruitment, selection, training, safety, compensation and more. Common methods to analyze jobs include observation, interviews, and questionnaires.
Unit i theories of motivation
Motivation theories can be categorized as internal, external, or those that emphasize the interaction between individuals and their environment. Early philosophers like Max Weber and Sigmund Freud explored motivation from religious and psychological perspectives. Maslow's hierarchy of needs categorizes needs from lowest physiological to highest self-actualization. McGregor's Theory X assumes people need direction while Theory Y assumes they can direct themselves. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary that prevent dissatisfaction. Expectancy theory proposes motivation depends on expectancy, instrumentality, and valence perceptions.
Career Management
This document discusses career planning and development initiatives for both organizations and employees. For organizations, it includes a job posting system, career resource center, career counseling, workshops on performance and goals, and career pathing resources on an intranet. For employees, it emphasizes taking responsibility for their own career development through activities like career planning, awareness of opportunities, and utilizing career resource center materials on competencies, training, and counseling. Career development workshops help employees assess their current situation and create realistic plans to achieve their goals.
Job Design
Here are a few thoughts on the relationship between worker happiness and productivity:
- Happy workers tend to be more engaged, motivated and satisfied in their work. This positive mindset can translate to higher quality work, better problem-solving skills, and increased effort and dedication to achieving goals. Unhappy workers may be less focused, efficient and committed.
- Feeling valued, respected and having some control over one's work are important factors that influence both happiness and productivity. Job designs and work environments that provide autonomy, feedback and opportunities for growth can boost both well-being and performance.
- Positive relationships with managers and coworkers also impact happiness at work. Supportive cultures where people feel they belong and can collaborate tend to see workers
Incentive presentation 070410
This document summarizes an incentive plan seminar discussing compensation strategies for motivating employee performance. It addresses issues around incentive plan design and provides suggestions. Specific compensation strategies covered include bonus plans, which are suggested for rewarding short-term quantified performance, and employee stock ownership plans (ESOPs), which are posed as a way to reward long-term performance. Benchmark ranges for common ESOP grants based on role are also provided. The document aims to provide guidance on effectively structuring incentive plans to drive desired business results through employee actions and alignment of goals.
Job evaluation
This document provides details about a job evaluation case study conducted by Hongkong Electric Company in 1984. The company hired an external consultant to design and evaluate benchmark jobs to establish a new salary scale. Job descriptions were developed for benchmark positions through interviews. A benchmark committee evaluated the jobs and scored them on factors like knowledge, problem-solving, and accountability. Over 800 non-benchmark jobs were also evaluated by comparing them to benchmark jobs, with the results reviewed by a non-benchmark committee. The goals of the job evaluation were to increase pay fairness and reduce disparities between local and expatriate salaries.
Information technology director perfomance appraisal 2
This document contains information about performance evaluation forms and methods for evaluating the performance of an information technology director. It includes a sample performance evaluation form with sections for reviewing performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also provides examples of performance review phrases for evaluating various skills and examples of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360 degree feedback. The document aims to provide useful resources and templates for conducting a thorough performance review of an IT director.
Real estate sales manager perfomance appraisal 2
This document provides information about performance evaluation forms and methods for real estate sales managers. It includes a sample job performance evaluation form with sections for rating performance factors, employee strengths and accomplishments, performance areas needing improvement, and signatures. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. The goal is to help real estate managers formally evaluate sales managers' performance and set objectives for improvement.
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