This is a presentation prepared by me when applying for the Placement committee in my college. Its an honour to represent the specialization in a post of such great responsibility.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
1) The document summarizes the industrial relations issues between Maruti Suzuki and its workers at the Manesar plant in Haryana, India from 1997-2012.
2) In July 2012, violence broke out at the plant resulting in one death and injuries to over 100 people after months of tensions between workers and management over issues like wages, temporary workers, and union recognition.
3) Both workers and management blamed each other for the violence and disruptions, with workers citing issues like low pay, harsh working conditions, and abuse, while management accused workers of sabotage and intentionally reducing quality and output.
Group 8 presented on Google's people operations or HR department. They discussed how Google uses data analytics to make people decisions rather than relationships. Key practices include using algorithms to predict retention, hiring, and performance. People analytics teams conduct experiments through the PiLab to determine the most effective rewards and workplace designs that promote collaboration, learning, and innovation. Google also calculates the value of top performers and uses data to solve diversity issues. Overall, the presentation showed how Google's focus on people management through analytics has helped drive their business success.
Watson Public Ltd is a manufacturing company known for its employee welfare schemes for over 10 decades. It has over 800 workers, 150 administrators, and 80 managers. The company treats all employees equally, with the same uniforms and cafeteria amenities regardless of position. The company has a cordial relationship with its registered trade union and has never had a strike. Recently, the company has been facing issues with quality, packaging mistakes, and delays. The HR department was tasked with solving the problems and discovered the issues were related to employees, not systems. The reasons identified were hiring new employees for higher positions without considering internal candidates and paying new employees higher salaries than existing employees in the same roles.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
1) The document summarizes the industrial relations issues between Maruti Suzuki and its workers at the Manesar plant in Haryana, India from 1997-2012.
2) In July 2012, violence broke out at the plant resulting in one death and injuries to over 100 people after months of tensions between workers and management over issues like wages, temporary workers, and union recognition.
3) Both workers and management blamed each other for the violence and disruptions, with workers citing issues like low pay, harsh working conditions, and abuse, while management accused workers of sabotage and intentionally reducing quality and output.
Group 8 presented on Google's people operations or HR department. They discussed how Google uses data analytics to make people decisions rather than relationships. Key practices include using algorithms to predict retention, hiring, and performance. People analytics teams conduct experiments through the PiLab to determine the most effective rewards and workplace designs that promote collaboration, learning, and innovation. Google also calculates the value of top performers and uses data to solve diversity issues. Overall, the presentation showed how Google's focus on people management through analytics has helped drive their business success.
Watson Public Ltd is a manufacturing company known for its employee welfare schemes for over 10 decades. It has over 800 workers, 150 administrators, and 80 managers. The company treats all employees equally, with the same uniforms and cafeteria amenities regardless of position. The company has a cordial relationship with its registered trade union and has never had a strike. Recently, the company has been facing issues with quality, packaging mistakes, and delays. The HR department was tasked with solving the problems and discovered the issues were related to employees, not systems. The reasons identified were hiring new employees for higher positions without considering internal candidates and paying new employees higher salaries than existing employees in the same roles.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
This document discusses several approaches to human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. Six main approaches are described: 1) The strategic HR framework links HRD practices to building capabilities to achieve goals. 2) The integrative framework examines how HRD contributes to performance through capabilities, satisfaction, and customers. 3) The human capital appraisal approach involves five stages of managing capital in five areas. 4) The People Capability Maturity Model provides guidance to improve software development capabilities through maturity levels. 5) The integrated systems approach views strategy as the starting point and aims for synergy across HRD functions. 6) The HRD scorecard approach links HRD interventions to
MRF Limited is an Indian company that manufactures rubber products and tires. It has six factories located across India. Factory workers at MRF have gone on strike multiple times between 2009-2013 over issues like wage increases, union recognition, and reinstatement of dismissed workers. The strikes have involved between 100-800 workers and resulted in lost production of up to 45,000 tires per day. The strikes have impacted automakers that are customers of MRF. To resolve strikes, MRF has held talks with unions, offered wage hikes and bonuses, and made other concessions to workers.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
High Performance Work Systems (HPWS) are management systems that aim to increase employee empowerment, skills, and incentives to improve performance. Key elements of HPWS include self-managing teams, training, flexible work assignments, and reward systems. Implementing HPWS provides benefits like higher productivity, quality, and employee satisfaction for organizations and growth opportunities for employees. HPWS can be applied in manufacturing, services, and the public sector.
This document discusses adopting an investment perspective when managing human resources. It argues that employees should be viewed as human assets or investments rather than variable costs. Viewing employees as investments allows organizations to strategically develop policies to increase the value of employees and gain a competitive advantage. However, investing in human capital also carries more risk than physical assets since employees can leave the organization. The document recommends organizations evaluate and retain valuable employees in order to maximize returns on their human resource investments.
1) Adani Enterprises is an Indian conglomerate founded in 1988 with core businesses in power, logistics, energy, ports and mining.
2) It has become the largest private power producer in India with over 8,500 MW of installed capacity after commissioning new plants and acquiring others.
3) The company has expanded significantly in recent years through both organic growth and acquisitions, with revenues growing over 129% to nearly 16 billion rupees in FY 2013-14.
This document provides an overview of the cement industry in India and the manufacturing process. It discusses that India is the 2nd largest cement producer globally. It also outlines the key raw materials, production processes (wet vs. dry), types of cement produced, and basic chemical reactions involved. The performance of Malabar Cements, a state-owned cement company in Kerala, is impacted by industry trends like consolidation and rising costs.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
The document summarizes information about the G L Bajaj Institute of Management & Research (GLBIMR). It provides details about:
1) GLBIMR's accreditations and rankings, including being rated A+ by Business India and listed among the top 30 best business schools in India.
2) GLBIMR's placement statistics for 2010-2012, with 86% placement and a median salary of 3.85 lakh.
3) GLBIMR's growth in student intake over time, with an overall 80% growth in students and a 29% growth in students with over 60% marks.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
The document discusses strategies for compensation philosophy and plans after a bank merger. It proposes:
1) Targeting salaries in the top quartile of the market to attract and retain high-performing employees.
2) Developing clear job expectations and descriptions to communicate the demanding performance standards required for above-market compensation.
3) Gathering input from employees, management, industry trends, and market practices to design fair, communicative compensation plans that balance short-term and long-term interests.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
This document summarizes a case study on labor unrest at Maruti Suzuki's Manesar plant in India in 2012. It provides background on Maruti Suzuki and describes the events that led to strikes and violence at the plant in June and July 2012 over issues like pay differences, working conditions, and demands for an independent union. The unrest caused the plant's operations to stop for a month, costing the company over 1,500 crore rupees. It impacted the local economy and auto sector. Both workers and management faced challenges that contributed to the dispute.
Accenture is a multinational management consulting, technology services, and outsourcing company. Its incorporated headquarters are in Dublin, Republic of Ireland.
http://www.unitedworld.edu.in/
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
This document discusses several approaches to human resource development (HRD). It defines HRD as activities designed by organizations to provide members with necessary skills. Six main approaches are described: 1) The strategic HR framework links HRD practices to building capabilities to achieve goals. 2) The integrative framework examines how HRD contributes to performance through capabilities, satisfaction, and customers. 3) The human capital appraisal approach involves five stages of managing capital in five areas. 4) The People Capability Maturity Model provides guidance to improve software development capabilities through maturity levels. 5) The integrated systems approach views strategy as the starting point and aims for synergy across HRD functions. 6) The HRD scorecard approach links HRD interventions to
MRF Limited is an Indian company that manufactures rubber products and tires. It has six factories located across India. Factory workers at MRF have gone on strike multiple times between 2009-2013 over issues like wage increases, union recognition, and reinstatement of dismissed workers. The strikes have involved between 100-800 workers and resulted in lost production of up to 45,000 tires per day. The strikes have impacted automakers that are customers of MRF. To resolve strikes, MRF has held talks with unions, offered wage hikes and bonuses, and made other concessions to workers.
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
High Performance Work Systems (HPWS) are management systems that aim to increase employee empowerment, skills, and incentives to improve performance. Key elements of HPWS include self-managing teams, training, flexible work assignments, and reward systems. Implementing HPWS provides benefits like higher productivity, quality, and employee satisfaction for organizations and growth opportunities for employees. HPWS can be applied in manufacturing, services, and the public sector.
This document discusses adopting an investment perspective when managing human resources. It argues that employees should be viewed as human assets or investments rather than variable costs. Viewing employees as investments allows organizations to strategically develop policies to increase the value of employees and gain a competitive advantage. However, investing in human capital also carries more risk than physical assets since employees can leave the organization. The document recommends organizations evaluate and retain valuable employees in order to maximize returns on their human resource investments.
1) Adani Enterprises is an Indian conglomerate founded in 1988 with core businesses in power, logistics, energy, ports and mining.
2) It has become the largest private power producer in India with over 8,500 MW of installed capacity after commissioning new plants and acquiring others.
3) The company has expanded significantly in recent years through both organic growth and acquisitions, with revenues growing over 129% to nearly 16 billion rupees in FY 2013-14.
This document provides an overview of the cement industry in India and the manufacturing process. It discusses that India is the 2nd largest cement producer globally. It also outlines the key raw materials, production processes (wet vs. dry), types of cement produced, and basic chemical reactions involved. The performance of Malabar Cements, a state-owned cement company in Kerala, is impacted by industry trends like consolidation and rising costs.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
The document summarizes information about the G L Bajaj Institute of Management & Research (GLBIMR). It provides details about:
1) GLBIMR's accreditations and rankings, including being rated A+ by Business India and listed among the top 30 best business schools in India.
2) GLBIMR's placement statistics for 2010-2012, with 86% placement and a median salary of 3.85 lakh.
3) GLBIMR's growth in student intake over time, with an overall 80% growth in students and a 29% growth in students with over 60% marks.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
The document discusses strategies for compensation philosophy and plans after a bank merger. It proposes:
1) Targeting salaries in the top quartile of the market to attract and retain high-performing employees.
2) Developing clear job expectations and descriptions to communicate the demanding performance standards required for above-market compensation.
3) Gathering input from employees, management, industry trends, and market practices to design fair, communicative compensation plans that balance short-term and long-term interests.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
This document summarizes a case study on labor unrest at Maruti Suzuki's Manesar plant in India in 2012. It provides background on Maruti Suzuki and describes the events that led to strikes and violence at the plant in June and July 2012 over issues like pay differences, working conditions, and demands for an independent union. The unrest caused the plant's operations to stop for a month, costing the company over 1,500 crore rupees. It impacted the local economy and auto sector. Both workers and management faced challenges that contributed to the dispute.
Accenture is a multinational management consulting, technology services, and outsourcing company. Its incorporated headquarters are in Dublin, Republic of Ireland.
http://www.unitedworld.edu.in/
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Time for an overhaul. Trainers and trainees unite!
The Silver Spring Leadership has spent the last six months collecting thoughts, ideas, and feedback on what our membership wants from the Chapter to help them on their PMI journey.
We've listened and now we're hosting a workshop during our June virtual meeting to give you our pitch and collect final feedback. Before we design our new page of resources we want to hear from:
Local, certified PMI trainers who teach PMI courses. We want to highlight you and provide your resources to our members.
Members and non-members who are new to PMI course work for certifications, or looking to start. We want to hear if our solution tackle the challenges we've heard you're facing.
Three of PMISSC's membership advocates will lead three discussions on the offerings we're rolling out and facilitate a discussion on your thoughts and desires in these areas. Register for the topic you would like to participate in.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh