Performance appraisal
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This document discusses performance appraisal methods in human resources. It examines ways to evaluate employees' quality, quantity, cost and time contributions and analyze successes, failures, strengths and weaknesses. The objectives of performance appraisals are to provide feedback, identify needs, form a basis for communication, and enable improvement. Popular appraisal methods include numerical rating systems, 360-degree feedback, management by objectives, behavioral observation scales, and behaviorally anchored rating scales.
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This document discusses the human resource management function of job analysis. It describes how job analysis involves forecasting human resource needs, gathering job information through interviews and observations, and analyzing the data to develop job descriptions and specifications. The key aspects of job analysis are determining the tasks, skills, and qualifications required for each job based on objectives, standards, and work conditions.
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Human resources management involves attracting, selecting, orienting, training, developing, and evaluating an organization's most important resource - its employees. It includes critical functions like creating job descriptions and specifications, advertising positions, handling payroll and benefits, and ensuring compliance with local laws. The human resources manager acts as a social counselor, arbitrator, mediator, contact person, negotiator, teacher, and lawyer. They must integrate personnel aspects with the economic and financial strategies of the organization using knowledge of administration, law, psychology, pedagogy, and social problems. The human resources manager advises management on developing staff and coordinating between departments. They are often internally promoted and must understand diverse company cultures to effectively support the business. Tre
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Ppp testing original
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Hrm first lesson slide presentation
Human resources management involves attracting, selecting, orienting, training, developing, and evaluating an organization's most important resource - its employees. It includes critical functions like creating job descriptions and specifications, advertising positions, handling payroll and benefits, and ensuring compliance with local laws. The human resources manager acts as a social counselor, arbitrator, mediator, contact person, negotiator, teacher, and lawyer. They must integrate personnel aspects with the economic and financial strategies of the organization using knowledge of administration, law, psychology, pedagogy, and social problems. The human resources manager advises management on developing staff and coordinating between departments. They are often internally promoted and must understand diverse company cultures to effectively support the business. Tre
QUESTIONARIO COMPORTAMENTI A RISCHIO
This document appears to be collecting demographic information such as address, age, gender, and area of study from students, possibly to analyze risky behaviors. It asks the student to provide their address, age, gender, selecting if they are in the high school or technical institute program.
Job specification with video
The document discusses job specifications, which describe the knowledge, skills, education, experience, and abilities needed to perform a particular job. A job specification includes the required experience in years, necessary skills, knowledge, and characteristics based on a job analysis. It also lists the required and preferred education levels such as degrees, training, or certifications. An example is provided of a marketing manager job specification detailing responsibilities, experience requirements, education, skills, knowledge, and characteristics.
Mafer interview
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
Job specification
The document discusses job specifications, which describe the knowledge, skills, education, experience, and abilities needed to perform a particular job. A job specification includes the required experience in years, necessary skills, knowledge, and characteristics based on a job analysis. It also lists the required and preferred education levels such as degrees, training, or certifications. An example is provided of a marketing manager job specification detailing responsibilities, experience requirements, education, skills, knowledge, and characteristics.
Ea ps briefing
Employee Assistance Programs (EAPs) are benefit programs offered by employers to help employees deal with personal problems affecting their work. EAPs provide support for issues like substance abuse, family/relationship problems, legal/financial concerns, and aging parents. Services are usually free and confidential. Studies show EAPs can lower costs and increase productivity by improving employee health and reducing absenteeism and turnover. However, targets of workplace bullying should be wary of EAPs as managers may view use of EAPs as weakness and some EAP counselors do not properly address bullying by managers. EAPs also may not actually help targets being disciplined or dismissed due to fabricated performance issues resulting from the bullying.
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Ppp testing original
Tests are used to assess qualities and characteristics through observation and classification. To be useful, tests must be standardized, reliable, and valid. There are oral, written, and performance tests, as well as aptitude, intelligence, and personality tests administered by psychologists. Personality tests are commonly used by human resources departments. Background research checks an applicant's job history, family history, economic conditions, and recommendation letters. Medical exams check for contagious diseases, normal senses, and defects that could cause accidents to determine if a candidate is suitable for a job. Interviews are also part of the testing process.
Reference check and background
This document discusses reference checks and background checks that employers conduct during the hiring process. It defines reference checks as contacting past employers, schools, and colleges to learn more about an applicant's job history and qualifications. It provides sample reference check questions employers may ask. Background checks verify details on a resume like dates of employment, education, and can include credit checks and criminal history checks. The document advises being truthful on applications and preparing for potential questions to avoid issues if inconsistencies are found during the verification process.
Performance appraisal
Performance appraisals evaluate an employee's job performance in terms of quality, quantity, cost, and time, as determined by their manager or supervisor. It involves analyzing an employee's recent work, strengths/weaknesses, and potential for promotion or further training. Performance appraisals are linked to material outcomes, as poor performance may result in a pay cut, while excellent performance leads to a pay rise. However, using appraisals to justify rewards and penalties is uncertain and controversial. Generally, appraisals aim to provide feedback, identify training needs, document criteria for organizational rewards, and inform personnel decisions and development. Common appraisal methods include numerical ratings, multi-source feedback, behavioral observations, and behaviorally anchored scales.
Reference check and background
This document discusses reference checks and background checks that employers conduct during the hiring process. It defines reference checks as contacting past employers, schools, and colleges to learn more about an applicant's job history and qualifications. It provides sample reference check questions employers may ask. Background checks verify details on a resume like dates of employment, education, and can include credit checks and criminal history checks. The document advises being truthful on applications and preparing for potential questions to avoid issues if inconsistencies are found during the verification process.
What are unions
Unions negotiate collective bargaining agreements or union contracts with employers on behalf of union members. A union contract establishes terms of employment such as wages, benefits, hours, and grievance procedures. It is a legally binding agreement that aims to improve worker status while keeping the employer in business. If employers violate contract terms, unions can file grievances and potentially take disputes to arbitration. The goal of a union contract is to provide consistent rules and protections for all union workers.
Standard procedure for selecting hospitality industry employees
The document discusses employee selection and the process of comparing job candidates' qualifications to the requirements of an open position. The goal is to maintain or increase organizational efficiency by selecting the most suitable candidates. Selection involves comparing employee characteristics to the job model or standard. There are three main models: model fitting for a single candidate, model selection for multiple candidates and one vacancy, and model classification for multiple candidates and vacancies. Effective selection tools like applications and weighted applications can help predict an applicant's potential workplace success by collecting verifiable background data and determining links to job performance.
10.11.24 employee safety briefing
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The document discusses how companies can enhance employee safety in the workplace. It notes that accidents lead to decreased morale, productivity, and increased costs. To prevent accidents, companies should train employees on hazards, develop safety procedures, and ensure compliance with regulations. Methods to improve safety include safety meetings, committees to address unsafe conditions, and rewards for reducing accidents. Topics to address include emergency plans, personal safety policies, injury procedures, equipment access, and monitoring problematic employees. Overall, companies need to create safety awareness, provide training and protective equipment, and regularly monitor and update safety procedures.
An organizational chart is a visual communication tool
An organizational chart is a visual tool that outlines management control and structure within a company. It shows reporting relationships and relative ranks between positions. Organizational charts are useful for communication, workforce planning, change management, and restructuring. They provide benefits such as displaying basic employee information, making large amounts of data easier to understand visually, and serving as a framework for managing change and planning.
Organization chart
La organización está encabezada por Gabriel Guzman Romero como Gerente General. Reportan directamente a él el Gerente Administrativo y el Chef Ejecutivo. El Chef Ejecutivo supervisa al personal de cocina incluyendo al Chef de Partie y Commis, mientras que el Gerente Administrativo supervisa al Cajero, Maitre, Hostess, Meseros, Runner, Barista y áreas de limpieza, compras y almacén.
Recruitment briefing
Recruitment involves attracting suitable candidates for open positions using various techniques. Internal recruitment focuses on promoting or transferring current employees, while external recruitment considers outside candidates. Common recruitment sources include internal employee referrals, external employment agencies, educational institutions, and advertising through media like newspapers, radio, television, and professional networks on the internet.
Recruitment
This document discusses recruitment techniques and processes. It defines recruitment as the set of procedures used to attract suitable candidates to fill positions in an organization. The recruitment process begins with searching for candidates and ends when applications are received. There are internal recruitment methods which fill vacancies with current employees, and external recruitment which attracts new candidates from outside the organization. The document also outlines various recruitment sources and techniques including job boards, agencies, universities, job fairs, and professional social networks. It notes that new recruiting trends involve interacting with candidates on the web through profiles, networking, and social media.
Recruitment
This document discusses recruitment techniques and processes. It defines recruitment as the set of procedures used to attract suitable candidates to fill positions in an organization. The recruitment process begins with searching for candidates and ends when applications are received. There are internal recruitment methods which fill vacancies with current employees, and external recruitment which attracts new candidates from outside the organization. The document also outlines various recruitment sources and techniques including job boards, agencies, universities, job fairs, and professional social networks. It notes that new recruiting trends involve interacting with candidates on the web through profiles, networking, and social media.
Recruitment
The document discusses recruitment, which is defined as the process of attracting suitable candidates for open positions. It outlines the relationship between organizations and the labor market, and details the typical steps in human resource planning including internal investigation of needs and external research of available candidates. Common recruitment techniques are described such as using internal promotions or external sources like employment agencies, educational institutions, job fairs, and professional social networks. New trends in recruitment utilizing online tools are also mentioned.
Human resources proyect
The document discusses employee orientation and provides steps to make the process faster and more effective. It recommends covering company documents, providing a strategic and cultural overview of the company, introducing the new employee to the team, and cultivating a relationship with the employee. This helps the new hire contribute more quickly by understanding their role and how it fits within the company culture and larger goals.
Job specification
The document discusses job specifications and what they entail. A job specification describes the knowledge, skills, education, experience, and abilities needed to perform a particular job. It includes the required experience such as number of years, skills, knowledge, and characteristics needed based on a job analysis. A sample job specification is provided for a Marketing Manager which outlines the job description, required 10 years of experience including supervising staff, an education requirement of a Bachelor's Degree in Marketing or related field and a Master's preferred, and a list of required skills and knowledge like communication, teamwork, productivity, marketing strategy, and managing campaigns.
The changing face of the hrm function presentation1
The document discusses the evolution of the human resource management (HRM) function and managing human capital and knowledge. It traces the changing roles of HRM from welfare departments to strategic contributors that manage knowledge and human capital. It also discusses key challenges for HRM like employer branding, increasing legislation, and motivation/retention. For the tourism and hospitality industry specifically, it notes challenges like high labor turnover, poor training, and discrimination. The document emphasizes the importance of accurately measuring human capital and intellectual capital as drivers of competitive advantage. It also discusses concepts like empowerment, corporate culture, and the characteristics of service-based organizations.
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Understanding User Needs and Satisfying Them
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA)
Lemberg PMO School 2024
Website – https://lembs.com/pmoschool
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Digital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Performance appraisal
- 1. Luis Andrés Ocampo Romero 5to Semestre 430090056 Human resources
- 2. What is it? Method Evaluate Quality, quantity, cost, and time
- 3. Analyze Successes and failures, personal strengths and weaknesses Judgment
- 4. It is linked with… Material outcomes Less than the ideal Better than the expected
- 5. Objectives Feedback Needs Form a basis Communication Improve
- 6. Methods Numerical or scalar rating system 360-degree appraisal
- 7. The most popular Management by objectives Behavioral observation scale Behaviorally anchored rating scales