Training involves imparting knowledge and skills to improve performance. It is needed due to changing technology, improving productivity and demanding customers. Training scope includes individuals, groups and particular individuals. The training process involves determining needs, developing packages, selecting trainees, and follow up. Training types include soft skills like communication and hard skills like software proficiency. Evaluation assesses reaction, learning, behavior change and results. Kirkpatrick's model is commonly used for evaluating training effectiveness before, during, and after training.
Training and development are important functions in human resource management. Training aims to improve current job performance, while development helps employees grow and prepares them for future roles. There are defined processes for assessing training and development needs, designing and implementing programs, and evaluating their effectiveness. Regular employee evaluations also allow organizations to provide feedback, identify potential, and link compensation to performance. Human resource managers advise on building robust training, development, and evaluation systems to support organizational goals.
The training needs assessment is the first step in designing an effective training program. It involves analyzing the organization, jobs, tasks, and individuals to identify performance gaps where training could help. This is done through organizational, task, and individual analysis using sources like goals and objectives, job descriptions, skills inventories, and performance reviews. The needs assessment determines who needs training and what training is needed. It provides the foundation for setting objectives, designing the training, implementing it, and evaluating the results. The needs assessment and evaluation are part of a continuous cycle for a training program.
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
The document discusses developing and implementing an in-house competency and career pathing framework. It outlines challenges organizations face without integrating HR systems, and how defining competencies and consolidating them into a framework can help address issues like staff turnover and ineffective training. The framework can then be used to improve manpower planning, recruitment, performance management, and learning and development. The document promotes a training program to teach practitioners how to develop such a framework to transform organizations to a competency-based HR paradigm.
Training involves modifying knowledge, skills, and attitudes to improve performance. Its purpose is to enable individuals to acquire abilities needed to adequately perform tasks. A needs assessment is the first step in designing an effective training program. It identifies performance gaps between current and desired states. The needs assessment examines organizations, jobs, competencies, and individuals to determine who needs training and what training is required. This ensures the training objectives address the actual needs and solves performance issues.
Employee development refers to activities that help employees improve their skills and abilities to perform their current or future jobs more effectively. It is important for companies to develop employees in order to improve quality, retain talent, manage talent, meet competitive challenges, and incorporate new technologies. Common approaches to development include formal education, job experiences, assessments, mentoring, coaching, and development planning. Companies benefit from development through reduced turnover and a more engaged workforce.
Training involves imparting knowledge and skills to improve performance. It is needed due to changing technology, improving productivity and demanding customers. Training scope includes individuals, groups and particular individuals. The training process involves determining needs, developing packages, selecting trainees, and follow up. Training types include soft skills like communication and hard skills like software proficiency. Evaluation assesses reaction, learning, behavior change and results. Kirkpatrick's model is commonly used for evaluating training effectiveness before, during, and after training.
Training and development are important functions in human resource management. Training aims to improve current job performance, while development helps employees grow and prepares them for future roles. There are defined processes for assessing training and development needs, designing and implementing programs, and evaluating their effectiveness. Regular employee evaluations also allow organizations to provide feedback, identify potential, and link compensation to performance. Human resource managers advise on building robust training, development, and evaluation systems to support organizational goals.
The training needs assessment is the first step in designing an effective training program. It involves analyzing the organization, jobs, tasks, and individuals to identify performance gaps where training could help. This is done through organizational, task, and individual analysis using sources like goals and objectives, job descriptions, skills inventories, and performance reviews. The needs assessment determines who needs training and what training is needed. It provides the foundation for setting objectives, designing the training, implementing it, and evaluating the results. The needs assessment and evaluation are part of a continuous cycle for a training program.
Evaluation is a planned process which provides specific information about a selected session, program for the purpose of determining value or decision making.
The document discusses developing and implementing an in-house competency and career pathing framework. It outlines challenges organizations face without integrating HR systems, and how defining competencies and consolidating them into a framework can help address issues like staff turnover and ineffective training. The framework can then be used to improve manpower planning, recruitment, performance management, and learning and development. The document promotes a training program to teach practitioners how to develop such a framework to transform organizations to a competency-based HR paradigm.
Training involves modifying knowledge, skills, and attitudes to improve performance. Its purpose is to enable individuals to acquire abilities needed to adequately perform tasks. A needs assessment is the first step in designing an effective training program. It identifies performance gaps between current and desired states. The needs assessment examines organizations, jobs, competencies, and individuals to determine who needs training and what training is required. This ensures the training objectives address the actual needs and solves performance issues.
Employee development refers to activities that help employees improve their skills and abilities to perform their current or future jobs more effectively. It is important for companies to develop employees in order to improve quality, retain talent, manage talent, meet competitive challenges, and incorporate new technologies. Common approaches to development include formal education, job experiences, assessments, mentoring, coaching, and development planning. Companies benefit from development through reduced turnover and a more engaged workforce.
This document outlines the key steps in the performance appraisal process and how it can be used to establish an effective employee evaluation system. It discusses identifying training needs, setting objectives, measuring performance, providing feedback, and evaluating results. When using performance appraisal for the construction industry specifically, the document recommends focusing on key performance indicators like project timelines, costs, and quality. It also emphasizes regular communication, training opportunities, and celebrating successes to boost employee motivation.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Performance management is a means of improving organizational, team, and individual performance by aligning goals and managing performance according to organizational strategy. It involves setting clear targets and goals, measuring performance against these goals, providing feedback, and addressing any performance issues. Key aspects of performance management include planning, monitoring, reviewing performance and development, as well as rating and rewarding performance. An effective performance management system aims to improve employee and organizational performance.
This document discusses performance appraisals, including their definition, purpose, objectives, elements, and methods. Performance appraisals are used to evaluate employee performance, provide feedback, identify training needs, and form the basis for personnel decisions. Traditional methods include essay, ranking, and checklist appraisals, while modern methods include assessment centers, human resource accounting, and 360-degree feedback from multiple raters. The goal is to conduct appraisals systematically and impartially to improve employee development and organizational effectiveness.
The document discusses the training process, including defining training, assessing needs, establishing objectives, delivery methods, and evaluation. It begins by defining training as a planned process to improve employee performance and organizational goals. It then outlines the typical training process of needs assessment, establishing objectives, delivery including various methods like on-the-job and off-the-job, and evaluation of training effectiveness and impact on performance. A variety of evaluation techniques are also discussed like measuring learning, behavioral changes, and accomplishing objectives.
Training effectiveness examines the degree to which training improves employee knowledge, skills, and behaviors. It assesses whether employees learned what was taught and can apply it on the job. Organizations use a two-pronged approach: 1) ensuring training effectiveness through best practices in design, development and delivery; and 2) periodically assessing training effectiveness through reviews and continuous improvement. Evaluation models like Kirkpatrick's assess training at multiple levels from reaction to results to determine the impact on individual and organizational outcomes.
This document discusses various performance appraisal methods. It begins by defining performance appraisal as a systematic process of measuring an individual's work performance against job requirements through a subjective evaluation of strengths, weaknesses, and potential. Six common appraisal methods are then outlined: management by objectives, 360-degree feedback, assessment center method, behaviorally anchored rating scales, psychological appraisals, and human resource cost accounting. Each method is defined and its advantages, ideal uses, and potential limitations are discussed.
Performance monitoring involves appraising employee performance on an ongoing basis to ensure goals are met and competencies are developed. It is done through maintaining performance records, identifying key performance indicators, and conducting periodic reviews. The objectives of performance monitoring include fulfilling tasks and goals on time, improving employee performance, and facilitating career development through continuous learning. The process involves using written reports, scheduled meetings, and on-site inspections to gather information on employee performance.
This document discusses the process of conducting a training needs assessment. It begins by explaining that a needs assessment is the first step in designing an effective training program and involves analyzing the organization, jobs, skills, and individual employees. The document then describes the three levels of needs assessment: organizational analysis, task analysis, and individual analysis. It provides examples of sources to use at each level, such as reviewing goals and strategies, job descriptions, performance reviews, and interviews. Finally, the document states that prioritizing needs allows the training manager to set objectives and design the appropriate training program to address performance gaps.
This document discusses how coaching can be used to maximize individual and organizational performance. It outlines different types of data that can inform coaching, including performance, behavioral, psychometric, and learning data. Coaching provides benefits such as enhanced performance and increased motivation. Key principles of coaching include setting goals, providing feedback, individualizing the approach, and empowering individuals. Effective coaching requires skills like active listening, questioning, giving feedback, and fostering accountability. The document recommends best practices for coaching, such as customizing approaches and providing timely feedback, in order to help individuals and teams achieve their optimal level of performance.
This document provides an outline for Day 5 of a Level 5 Certificate in Coaching and Mentoring program. The aims for the day are to review learning from the previous day through logs and feedback, discuss the business case for coaching/mentoring programs and how to evaluate them, and review assignments. Time is allotted for coaching practice and a tutorial review. The document outlines the requirements for three assignments on coaching principles, undertaking coaching in the workplace, and self-reflection. It also discusses frameworks for evaluating coaching/mentoring programs and critically reviewing the elements needed for effective integrated programs.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
The document provides an overview of training and development. It discusses:
1) The need for training and development in organizations to improve effectiveness and achieve goals. Training addresses immediate changes while development focuses on long-term goals.
2) The systematic approach to training, which includes establishing requirements, needs assessment, materials selection, training delivery, and evaluation.
3) Different types of training including on-the-job and off-the-job methods. Development focuses on personal and professional growth through activities like special projects.
4) The importance of evaluating training through measuring reaction, learning, behavior, and results. This helps identify strengths, weaknesses, and the program's overall impact.
The document discusses training and development models at an organization. It provides details of 6 members of the Training & Development Models Group. It then discusses the purpose of training needs assessment as identifying performance requirements and the knowledge, skills, and abilities needed by an agency's workforce. It states that an effective assessment helps direct resources to areas of greatest demand and should address fulfilling organizational mission, improving productivity and providing quality products/services. It defines a needs assessment as identifying the "gap" between required and current performance and exploring causes/reasons for and methods to close any gaps.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
The document discusses training and development in organizations. It defines training, discusses its purposes and objectives. It distinguishes between training and education as well as training and development. The document outlines the systematic approach to training including identifying needs, planning, implementation, and evaluation. It also discusses different types, methods, and ingredients for effective training programs.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
Strategic training and development involves integrating training with corporate strategies to build long-term competencies through continuous learning. It focuses on identifying the knowledge and skills needed to execute an organization's strategy. The strategic training process follows the ADDIE model of analyzing needs, designing the program, developing content, implementing training, and evaluating effectiveness. Evaluation assesses participant reactions, learning, application of skills on the job, and organizational results to ensure training transfers learning and impacts performance.
The document outlines a performance management process (PMP) with the following key steps:
1) Setting organizational goals and cascading them to departments and teams.
2) Planning phase where managers collaborate with employees to set objectives, identify training needs, and develop SMART goals.
3) Execution phase where progress is monitored regularly through feedback meetings.
4) Assessment and review phases where performance is evaluated against objectives and development plans are updated.
The term IoT, or Internet of Things, refers to the collective network of conn...Dr. Prof. Kiran Shinde
The term IoT, or Internet of Things, refers to the collective network of connected devices and the technology that facilitates communication between devices and the cloud, as well as between the devices themselves.
This document outlines the key steps in the performance appraisal process and how it can be used to establish an effective employee evaluation system. It discusses identifying training needs, setting objectives, measuring performance, providing feedback, and evaluating results. When using performance appraisal for the construction industry specifically, the document recommends focusing on key performance indicators like project timelines, costs, and quality. It also emphasizes regular communication, training opportunities, and celebrating successes to boost employee motivation.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Performance management is a means of improving organizational, team, and individual performance by aligning goals and managing performance according to organizational strategy. It involves setting clear targets and goals, measuring performance against these goals, providing feedback, and addressing any performance issues. Key aspects of performance management include planning, monitoring, reviewing performance and development, as well as rating and rewarding performance. An effective performance management system aims to improve employee and organizational performance.
This document discusses performance appraisals, including their definition, purpose, objectives, elements, and methods. Performance appraisals are used to evaluate employee performance, provide feedback, identify training needs, and form the basis for personnel decisions. Traditional methods include essay, ranking, and checklist appraisals, while modern methods include assessment centers, human resource accounting, and 360-degree feedback from multiple raters. The goal is to conduct appraisals systematically and impartially to improve employee development and organizational effectiveness.
The document discusses the training process, including defining training, assessing needs, establishing objectives, delivery methods, and evaluation. It begins by defining training as a planned process to improve employee performance and organizational goals. It then outlines the typical training process of needs assessment, establishing objectives, delivery including various methods like on-the-job and off-the-job, and evaluation of training effectiveness and impact on performance. A variety of evaluation techniques are also discussed like measuring learning, behavioral changes, and accomplishing objectives.
Training effectiveness examines the degree to which training improves employee knowledge, skills, and behaviors. It assesses whether employees learned what was taught and can apply it on the job. Organizations use a two-pronged approach: 1) ensuring training effectiveness through best practices in design, development and delivery; and 2) periodically assessing training effectiveness through reviews and continuous improvement. Evaluation models like Kirkpatrick's assess training at multiple levels from reaction to results to determine the impact on individual and organizational outcomes.
This document discusses various performance appraisal methods. It begins by defining performance appraisal as a systematic process of measuring an individual's work performance against job requirements through a subjective evaluation of strengths, weaknesses, and potential. Six common appraisal methods are then outlined: management by objectives, 360-degree feedback, assessment center method, behaviorally anchored rating scales, psychological appraisals, and human resource cost accounting. Each method is defined and its advantages, ideal uses, and potential limitations are discussed.
Performance monitoring involves appraising employee performance on an ongoing basis to ensure goals are met and competencies are developed. It is done through maintaining performance records, identifying key performance indicators, and conducting periodic reviews. The objectives of performance monitoring include fulfilling tasks and goals on time, improving employee performance, and facilitating career development through continuous learning. The process involves using written reports, scheduled meetings, and on-site inspections to gather information on employee performance.
This document discusses the process of conducting a training needs assessment. It begins by explaining that a needs assessment is the first step in designing an effective training program and involves analyzing the organization, jobs, skills, and individual employees. The document then describes the three levels of needs assessment: organizational analysis, task analysis, and individual analysis. It provides examples of sources to use at each level, such as reviewing goals and strategies, job descriptions, performance reviews, and interviews. Finally, the document states that prioritizing needs allows the training manager to set objectives and design the appropriate training program to address performance gaps.
This document discusses how coaching can be used to maximize individual and organizational performance. It outlines different types of data that can inform coaching, including performance, behavioral, psychometric, and learning data. Coaching provides benefits such as enhanced performance and increased motivation. Key principles of coaching include setting goals, providing feedback, individualizing the approach, and empowering individuals. Effective coaching requires skills like active listening, questioning, giving feedback, and fostering accountability. The document recommends best practices for coaching, such as customizing approaches and providing timely feedback, in order to help individuals and teams achieve their optimal level of performance.
This document provides an outline for Day 5 of a Level 5 Certificate in Coaching and Mentoring program. The aims for the day are to review learning from the previous day through logs and feedback, discuss the business case for coaching/mentoring programs and how to evaluate them, and review assignments. Time is allotted for coaching practice and a tutorial review. The document outlines the requirements for three assignments on coaching principles, undertaking coaching in the workplace, and self-reflection. It also discusses frameworks for evaluating coaching/mentoring programs and critically reviewing the elements needed for effective integrated programs.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
The document provides an overview of training and development. It discusses:
1) The need for training and development in organizations to improve effectiveness and achieve goals. Training addresses immediate changes while development focuses on long-term goals.
2) The systematic approach to training, which includes establishing requirements, needs assessment, materials selection, training delivery, and evaluation.
3) Different types of training including on-the-job and off-the-job methods. Development focuses on personal and professional growth through activities like special projects.
4) The importance of evaluating training through measuring reaction, learning, behavior, and results. This helps identify strengths, weaknesses, and the program's overall impact.
The document discusses training and development models at an organization. It provides details of 6 members of the Training & Development Models Group. It then discusses the purpose of training needs assessment as identifying performance requirements and the knowledge, skills, and abilities needed by an agency's workforce. It states that an effective assessment helps direct resources to areas of greatest demand and should address fulfilling organizational mission, improving productivity and providing quality products/services. It defines a needs assessment as identifying the "gap" between required and current performance and exploring causes/reasons for and methods to close any gaps.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
The document discusses training and development in organizations. It defines training, discusses its purposes and objectives. It distinguishes between training and education as well as training and development. The document outlines the systematic approach to training including identifying needs, planning, implementation, and evaluation. It also discusses different types, methods, and ingredients for effective training programs.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
Strategic training and development involves integrating training with corporate strategies to build long-term competencies through continuous learning. It focuses on identifying the knowledge and skills needed to execute an organization's strategy. The strategic training process follows the ADDIE model of analyzing needs, designing the program, developing content, implementing training, and evaluating effectiveness. Evaluation assesses participant reactions, learning, application of skills on the job, and organizational results to ensure training transfers learning and impacts performance.
The document outlines a performance management process (PMP) with the following key steps:
1) Setting organizational goals and cascading them to departments and teams.
2) Planning phase where managers collaborate with employees to set objectives, identify training needs, and develop SMART goals.
3) Execution phase where progress is monitored regularly through feedback meetings.
4) Assessment and review phases where performance is evaluated against objectives and development plans are updated.
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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
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
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environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
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of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Performance Management System notes and evaluation
1. UNIT 1. Performance Management
System
Dr. Kiran S. Shinde
Asst. Professor,
SIMS Kopargaon
2. • Competency-based Human Resource Management (CBHRM)
is an approach that focuses on identifying and managing the
skills, knowledge, and abilities of employees to meet
organizational objectives. Instead of relying solely on
traditional job descriptions, CBHRM emphasizes the
importance of competencies – the observable and measurable
behaviors and skills that contribute to individual and
organizational success.
3. PMS
• Definition:
• Performance Management System (PMS) is a systematic process that
aims to improve organizational effectiveness by aligning individual
and team performance with the strategic goals of the organization. It
involves continuous communication, feedback, and development to
ensure that employees are contributing effectively to the overall
success of the company.
4. • Scope:
• The scope of a Performance Management System encompasses
various aspects of employee performance, including goal setting,
continuous assessment, coaching, training, and feedback. It extends
across all levels of the organization, from individual contributors to
leadership teams.
5. • Importance: An effective PMS is crucial for organizational success.
It helps in:
• Aligning Objectives: Ensuring that individual and team goals are in
sync with the organization's strategic objectives.
• Enhancing Performance: Encouraging and fostering improved
individual and team performance.
• Development: Identifying areas for employee development and
providing opportunities for skill enhancement.
• Feedback: Establishing a structured mechanism for regular
feedback and coaching.
• Motivation: Recognizing and rewarding high performance, fostering
motivation and engagement.
6. • Performance Planning – Individual Goal Setting:
• Setting SMART Goals: Goals should be Specific, Measurable,
Achievable, Relevant, and Time-bound.
• Aligning with Organizational Goals: Individual goals should
directly contribute to the achievement of broader organizational
objectives.
• Clarity and Transparency: Ensuring that employees
understand their roles, responsibilities, and the expectations
associated with their performance.
7. • Performance Coaching:
• Identification of Training Needs:
• Assessing the skills and competencies required for current and future
roles.
• Identifying areas where additional training and development are
necessary.
• Job Specification:
• Clearly defining the skills, knowledge, and abilities required for specific
roles within the organization.
• Providing a benchmark for employee performance expectations.
• Identify the Performance Gap:
• Analyzing the variance between expected and actual performance.
• Understanding the factors contributing to performance gaps.
8. • Training Specification:
• Outlining the specific training required to bridge performance gaps.
• Tailoring training programs to address identified needs.
• Choose Appropriate Training Module:
• Selecting training methods and modules that are best suited to the identified
needs.
• Incorporating a mix of on-the-job, classroom, and online training.
• Counseling for Better Performance:
• Providing support and guidance to employees to address performance
challenges.
• Creating an open and constructive environment for discussing performance
issues.
9. • Feedback Mechanism in Organization:
• Regular Feedback Sessions:
• Establishing a schedule for regular performance feedback sessions.
• Creating a two-way communication channel for discussions on strengths,
areas for improvement, and career development.
• 360-Degree Feedback:
• Collecting feedback from peers, subordinates, and supervisors to provide a
holistic view of performance.
• Encouraging a comprehensive understanding of an employee's impact on the
organization.
• Continuous Improvement:
• Regularly reviewing and updating the performance management process
based on feedback and organizational changes.
• Seeking opportunities for continuous improvement in the system.
10. • Performance coaching involves identifying and addressing the
training needs of individuals or teams within an organization to
improve their overall performance. The process typically includes
several key steps:
1.Job Specification:
1. Clearly define the roles and responsibilities of each job within the
organization.
2. Outline the skills, knowledge, and competencies required for each position.
2.Identify the Performance Gap:
1. Conduct performance assessments to identify gaps between current
performance and desired performance.
2. Analyze individual or team performance data to pinpoint specific areas for
improvement.
11. • Training Specification:
• Based on the identified performance gaps, specify the training
requirements for individuals or teams.
• Clearly outline the goals and objectives of the training programs.
• Choose Appropriate Training Module:
• Select training modules or methods that align with the identified
needs.
• Consider various training approaches, such as workshops, online
courses, on-the-job training, or mentorship programs.
12. • Counseling for Better Performance:
• Provide individual or group counseling sessions to discuss
performance issues and set goals for improvement.
• Offer guidance and support to address personal or professional
challenges that may impact performance.
• Feedback Mechanism in Organization:
• Establish a feedback mechanism to continuously assess performance
and training effectiveness.
13. • Encourage regular communication between supervisors and
employees to provide constructive feedback.
• Implement performance reviews and evaluations to track progress
over time.
• Implementation of Training:
• Roll out the chosen training modules, ensuring that they are
accessible and tailored to the specific needs of the individuals or
teams.
• Monitor and evaluate the effectiveness of the training programs
during and after implementation.
14. • Continuous Improvement:
• Regularly review and update training programs to adapt to changing organizational
needs.
• Foster a culture of continuous improvement by encouraging employees to seek ongoing
learning opportunities.
• Measurement and Evaluation:
• Establish key performance indicators (KPIs) to measure the success of the training
programs.
• Evaluate the impact of training on individual and organizational performance.
• Adjustments and Reinforcement:
• Make adjustments to training programs based on feedback and evaluation results.
• Reinforce positive behaviors and performance through recognition and rewards.
