Through a multicountry, practice-based review of establishment skills surveys, this article identifies conceptual issues with defining and measuring skills gaps. By harmonizing divergent conceptualizations, an operational definition of skills gaps as a situation in which current employees lack the skills to perform their jobs which results in the compromised ability of a firm to meet business objectives is proposed. This operationalization of the concept offers a more complete answer to how firms are impacted by workforce deficiencies in achieving business objectives implying that understanding job proficiency without assessing the organizational context in which workforce skills are deployed towards market objectives is insufficient. By addressing measurement issues, an alternative approach to establishment skills surveys is advanced that can play a more effective role in determining how workforce skills influence achievement of firm business objectives. The open systems model of the firm is used to explain how skills gaps serve as a bottleneck to the overall functioning of the firm and to demonstrate that firm mitigation strategies are subject to managerial perceptions which can influence the effectiveness and level at which strategies are targeted. A typology of the causes of skills gaps is also proposed as a starting point for government intervention.
Competencies are measures of job performance that combine skills, knowledge, and behaviors needed to perform tasks. They reflect the ability to do a job to defined standards. Competency assessments evaluate employees' demonstrated competencies against required levels in competency dictionaries. Assessments identify training needs to address competency gaps and improve job performance. Competency-based human resource management makes all HR processes like selection, training, and performance evaluation focused on competencies.
Specialist Talent Assessment Services provides assessment services to help companies facing challenges like bandwidth issues conducting technical interviews, consistency across locations, and reducing costs. They offer resume screening, phone/video interviews, in-person assessments, and behavioral competency assessments using experienced consultants in 17 locations. Their proprietary framework mirrors clients' processes. They have assessed over 400 years of talent across roles, technologies, and industries.
HDFC Life and SpiceJet provide customer service training to develop their employees' personality traits according to their industry models. The training focuses on attitudinal and emotional development using psychometric assessments to understand motivations and likely behaviors. It also aims to enhance knowledge, communication skills, judgment, understanding of customer needs, and grooming standards through role plays and case studies. Companies find trained employees provide better customer service and create a more positive work environment compared to untrained staff.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
EFFSO is a company founded in 2007 that provides services to support purchasing professionals in developing their skills and improving their organizations, such as training, coaching, recruiting skilled personnel, and developing tools and processes. They aim to make the work of purchasing professionals easier by helping them improve competencies, find the right people, and achieve better results through consulting services and a toolbox of free online purchasing tools.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
Recruiters and HR managers who hire overqualified candidates urge their peers not to overlook the benefits of having these skilled professionals on the team.
HR Field Guide discusses 3 methods for developing employee skills through performance-driven learning:
1. Soft skill development through e-learning modules and social learning.
2. Functional skill development using diagnostic assessments, targeted learning programs, and mobile learning for on-the-job training.
3. Compliance training via e-learning to ensure regulatory requirements are met and records are maintained.
Integrating learning and talent management systems allows organizations to link skills development to performance goals and drive business outcomes.
Competencies are measures of job performance that combine skills, knowledge, and behaviors needed to perform tasks. They reflect the ability to do a job to defined standards. Competency assessments evaluate employees' demonstrated competencies against required levels in competency dictionaries. Assessments identify training needs to address competency gaps and improve job performance. Competency-based human resource management makes all HR processes like selection, training, and performance evaluation focused on competencies.
Specialist Talent Assessment Services provides assessment services to help companies facing challenges like bandwidth issues conducting technical interviews, consistency across locations, and reducing costs. They offer resume screening, phone/video interviews, in-person assessments, and behavioral competency assessments using experienced consultants in 17 locations. Their proprietary framework mirrors clients' processes. They have assessed over 400 years of talent across roles, technologies, and industries.
HDFC Life and SpiceJet provide customer service training to develop their employees' personality traits according to their industry models. The training focuses on attitudinal and emotional development using psychometric assessments to understand motivations and likely behaviors. It also aims to enhance knowledge, communication skills, judgment, understanding of customer needs, and grooming standards through role plays and case studies. Companies find trained employees provide better customer service and create a more positive work environment compared to untrained staff.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
EFFSO is a company founded in 2007 that provides services to support purchasing professionals in developing their skills and improving their organizations, such as training, coaching, recruiting skilled personnel, and developing tools and processes. They aim to make the work of purchasing professionals easier by helping them improve competencies, find the right people, and achieve better results through consulting services and a toolbox of free online purchasing tools.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
Recruiters and HR managers who hire overqualified candidates urge their peers not to overlook the benefits of having these skilled professionals on the team.
HR Field Guide discusses 3 methods for developing employee skills through performance-driven learning:
1. Soft skill development through e-learning modules and social learning.
2. Functional skill development using diagnostic assessments, targeted learning programs, and mobile learning for on-the-job training.
3. Compliance training via e-learning to ensure regulatory requirements are met and records are maintained.
Integrating learning and talent management systems allows organizations to link skills development to performance goals and drive business outcomes.
The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
The document summarizes a report on the managerial skills, roles, and challenges at the Civil Aviation Authority of Nepal (CAAN). It provides an introduction to CAAN, outlines its objectives and functions. It then discusses the essential skills required of managers, including technical, conceptual, and interpersonal skills. It also examines the various roles managers must play, such as figurehead, leader, and decision-maker. Finally, it identifies challenges for CAAN managers, such as aviation security and limited resources, and provides recommendations.
The document provides information on force development topics for Air Force employees, including:
1) An FAQ section on the Airman Development Plan (ADP) and how officers and civilians can access and utilize the ADP system.
2) An article discussing succession planning and mentoring strategies to help mitigate workforce impacts from large numbers of expected baby boomer retirements in the Air Force over the next 5 years.
3) A piece written by the Command Chief of the 121st Air Refueling Wing about the value of obtaining associate's degrees from the Community College of the Air Force (CCAF) to supplement civilian education credentials.
This newsletter highlights opportunities for civilian development education and provides updates on force development initiatives. It announces that the application period is open for various civilian development programs through March. It also provides information on submitting updated resumes through the Air Force Personnel Services website and using the Enhanced Training Management System to identify developmental opportunities aligned with target career paths. Finally, it discusses establishing proficiency levels when defining competencies and directs readers to resources on providing employee feedback.
Day4 am resourcing-training_and_development[1]Bekzod Sabirov
The document discusses planning for human resources and the resourcing process. It outlines analyzing an organization's current resources and future needs to develop a vision. The resourcing process involves job analysis, descriptions, specifications, recruitment, selection interviews, tests, and administrative procedures to make a job offer. External factors like technology, economics, and demographics must be considered during resource planning.
Specialist Talent Assessment Frameworks provides talent assessment services through technical screening of resumes, telephonic and in-person interviews conducted by subject matter experts across various technologies to help clients efficiently evaluate candidates and reduce hiring costs while maintaining quality. They have a proprietary delivery framework and experience assessing a wide range of talent across multiple locations to suit clients' needs.
This document contains descriptions of several finance and accounting positions available through a recruiting firm. It lists the job title, industry, location, salary range, bonus eligibility, requirements, and date for each position. Positions include Chief Financial Officer, Director of International Tax, SVP Director of Finance, Director of Technical Accounting, Director of Cost Accounting, and Senior Tax Manager - Domestic. The document provides details on qualifications and responsibilities for a variety of roles within the finance field.
This document contains descriptions of several finance and accounting positions available through a recruiting firm. It lists the job title, industry, location, salary range, bonus eligibility, requirements, and date for each position. Positions include Chief Financial Officer, Director of International Tax, SVP Director of Finance, Director of Technical Accounting, Director of Cost Accounting, and Senior Tax Manager - Domestic. The document provides details on qualifications and responsibilities for a variety of roles within the finance/accounting fields.
Tahseen Consulting’s CEO Sees Strong Potential for Dubai’s Growth as an Islam...Wesley Schwalje
Walid Aradi discusses why Dubai is well positioned to as a financial hub for international Islamic finance
Recently, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with Philip Moore from Emerging Markets regarding his views on the emergence of Dubai as a global Islamic finance center. In a wide-ranging discussion, Aradi explained the competitive factors that Dubai has going for it as well as highlights the negative impact skills shortages and gaps may have on the evolution of the industry in the UAE.
Tahseen Consulting’s Walid Aradi Discusses the Critical Economic Policy Role ...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to contribute its analysis on the economic policy role of the Abu Dhabi Investment Authority to the publication’s November issue. In the article, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on the Abu Dhabi Investment Authority’s role in fiscal policy.
This short document appears to be a greeting message intended for Alfresco. No other context or information is provided beyond the greeting "Hello, Alfresco". The brevity of the message leaves the purpose and meaning open to interpretation with very little detail given.
Este documento presenta información sobre las ciencias naturales para el curso 5to de básica en el año lectivo 2016-2017. Define las ciencias naturales como un campo de conocimientos que mantiene un monitoreo constante de los aspectos fundamentales de la vida natural del planeta. Enumera cuatro ventajas de las ciencias naturales: 1) Promueve el conocimiento de la vida natural, 2) Permite la interrelación con el medio ambiente, 3) Identifica las relaciones en el ecosistema, y 4) Fomenta el respeto al medio natural.
El documento presenta la estructura propuesta para un sitio web de una iglesia cristiana. La estructura incluye secciones para información general de la iglesia, su historia, eventos y anuncios, galería de imágenes, información sobre el colegio y los ministerios, y detalles sobre torneos deportivos como fechas y equipos.
Beyond Silicon Valley, Developing Communities of InnovationColin Graham
Innovation is not just about Silicon Valley, big cities, startups and technology - a presentation on fostering your own community of innovation. Keynote presentation from Regional Futures Conference, Rockhampton, 23 June 2016.
Janine Hogendoorn is the founder of Ring-Ring, which values cycling and healthy mobility from 5 perspectives: social/purpose, enterprise, individuals, employers, and government. Her light bulb moment was realizing it's not about cars vs bikes, but solving problems and doing good. Her goal is to create win-win solutions for all stakeholders through a platform and app that connects, rewards, and values cycling as part of smart and resilient cities.
Tahseen Consulting’s Wes Schwalje on Regulating the Sharing Economy in the Ar...Wesley Schwalje
Tahseen Consulting is honored to have its insights on regulating the emergent sharing economy in the Arab World in the publication’s October issue. Tahseen Consulting’s Chief Operating Officer, Wes Schwalje, spoke with Nikhil Inamdar, a leading voice on key business trends in the region, regarding the evolving role the sharing economy is playing in meeting the region’s youth employment challenge. In a wide-ranging discussion, Schwalje warns of avoiding heavy-handed regulatory approaches that might limit the socio-economic impact pioneering companies in the sharing economy such as Uber and Airbnb can have on the Arab region.
This document discusses Fast Moving Consumer Goods (FMCG) in India. FMCG refers to consumer packaged goods that are frequently purchased and have a quick turnover. The FMCG sector in India has evolved significantly from 1950 to the present. It is composed of various segments including food and beverages, personal care, healthcare, and household care. Rural and urban sectors each account for about a third of total FMCG sales in India. Major players in the Indian FMCG market include Hindustan Unilever Limited, Colgate-Palmolive, ITC Limited, Nestle India, and Parle Agro. The FMCG sector in India faces challenges such as intense competition, abundance of counterfeit goods, and increasing consumer
Honduras es un país centroamericano de 112,492 km2 ubicado entre los 15o 00’ N - 13o 33’ S y 83o 9’ L - 86o 30’ O. Tiene un clima tropical y paisajes que incluyen los picos más altos del país, el Pico Celaque de 2,870 m y el Parque Natural de Santa Bárbara de 2,744 m. La economía se basa principalmente en la agricultura de café, banano y camarón, así como en la exportación de materias primas. Honduras es miembro del Mercado Común Centroamericano
The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
The document summarizes a report on the managerial skills, roles, and challenges at the Civil Aviation Authority of Nepal (CAAN). It provides an introduction to CAAN, outlines its objectives and functions. It then discusses the essential skills required of managers, including technical, conceptual, and interpersonal skills. It also examines the various roles managers must play, such as figurehead, leader, and decision-maker. Finally, it identifies challenges for CAAN managers, such as aviation security and limited resources, and provides recommendations.
The document provides information on force development topics for Air Force employees, including:
1) An FAQ section on the Airman Development Plan (ADP) and how officers and civilians can access and utilize the ADP system.
2) An article discussing succession planning and mentoring strategies to help mitigate workforce impacts from large numbers of expected baby boomer retirements in the Air Force over the next 5 years.
3) A piece written by the Command Chief of the 121st Air Refueling Wing about the value of obtaining associate's degrees from the Community College of the Air Force (CCAF) to supplement civilian education credentials.
This newsletter highlights opportunities for civilian development education and provides updates on force development initiatives. It announces that the application period is open for various civilian development programs through March. It also provides information on submitting updated resumes through the Air Force Personnel Services website and using the Enhanced Training Management System to identify developmental opportunities aligned with target career paths. Finally, it discusses establishing proficiency levels when defining competencies and directs readers to resources on providing employee feedback.
Day4 am resourcing-training_and_development[1]Bekzod Sabirov
The document discusses planning for human resources and the resourcing process. It outlines analyzing an organization's current resources and future needs to develop a vision. The resourcing process involves job analysis, descriptions, specifications, recruitment, selection interviews, tests, and administrative procedures to make a job offer. External factors like technology, economics, and demographics must be considered during resource planning.
Specialist Talent Assessment Frameworks provides talent assessment services through technical screening of resumes, telephonic and in-person interviews conducted by subject matter experts across various technologies to help clients efficiently evaluate candidates and reduce hiring costs while maintaining quality. They have a proprietary delivery framework and experience assessing a wide range of talent across multiple locations to suit clients' needs.
This document contains descriptions of several finance and accounting positions available through a recruiting firm. It lists the job title, industry, location, salary range, bonus eligibility, requirements, and date for each position. Positions include Chief Financial Officer, Director of International Tax, SVP Director of Finance, Director of Technical Accounting, Director of Cost Accounting, and Senior Tax Manager - Domestic. The document provides details on qualifications and responsibilities for a variety of roles within the finance field.
This document contains descriptions of several finance and accounting positions available through a recruiting firm. It lists the job title, industry, location, salary range, bonus eligibility, requirements, and date for each position. Positions include Chief Financial Officer, Director of International Tax, SVP Director of Finance, Director of Technical Accounting, Director of Cost Accounting, and Senior Tax Manager - Domestic. The document provides details on qualifications and responsibilities for a variety of roles within the finance/accounting fields.
Tahseen Consulting’s CEO Sees Strong Potential for Dubai’s Growth as an Islam...Wesley Schwalje
Walid Aradi discusses why Dubai is well positioned to as a financial hub for international Islamic finance
Recently, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with Philip Moore from Emerging Markets regarding his views on the emergence of Dubai as a global Islamic finance center. In a wide-ranging discussion, Aradi explained the competitive factors that Dubai has going for it as well as highlights the negative impact skills shortages and gaps may have on the evolution of the industry in the UAE.
Tahseen Consulting’s Walid Aradi Discusses the Critical Economic Policy Role ...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to contribute its analysis on the economic policy role of the Abu Dhabi Investment Authority to the publication’s November issue. In the article, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on the Abu Dhabi Investment Authority’s role in fiscal policy.
This short document appears to be a greeting message intended for Alfresco. No other context or information is provided beyond the greeting "Hello, Alfresco". The brevity of the message leaves the purpose and meaning open to interpretation with very little detail given.
Este documento presenta información sobre las ciencias naturales para el curso 5to de básica en el año lectivo 2016-2017. Define las ciencias naturales como un campo de conocimientos que mantiene un monitoreo constante de los aspectos fundamentales de la vida natural del planeta. Enumera cuatro ventajas de las ciencias naturales: 1) Promueve el conocimiento de la vida natural, 2) Permite la interrelación con el medio ambiente, 3) Identifica las relaciones en el ecosistema, y 4) Fomenta el respeto al medio natural.
El documento presenta la estructura propuesta para un sitio web de una iglesia cristiana. La estructura incluye secciones para información general de la iglesia, su historia, eventos y anuncios, galería de imágenes, información sobre el colegio y los ministerios, y detalles sobre torneos deportivos como fechas y equipos.
Beyond Silicon Valley, Developing Communities of InnovationColin Graham
Innovation is not just about Silicon Valley, big cities, startups and technology - a presentation on fostering your own community of innovation. Keynote presentation from Regional Futures Conference, Rockhampton, 23 June 2016.
Janine Hogendoorn is the founder of Ring-Ring, which values cycling and healthy mobility from 5 perspectives: social/purpose, enterprise, individuals, employers, and government. Her light bulb moment was realizing it's not about cars vs bikes, but solving problems and doing good. Her goal is to create win-win solutions for all stakeholders through a platform and app that connects, rewards, and values cycling as part of smart and resilient cities.
Tahseen Consulting’s Wes Schwalje on Regulating the Sharing Economy in the Ar...Wesley Schwalje
Tahseen Consulting is honored to have its insights on regulating the emergent sharing economy in the Arab World in the publication’s October issue. Tahseen Consulting’s Chief Operating Officer, Wes Schwalje, spoke with Nikhil Inamdar, a leading voice on key business trends in the region, regarding the evolving role the sharing economy is playing in meeting the region’s youth employment challenge. In a wide-ranging discussion, Schwalje warns of avoiding heavy-handed regulatory approaches that might limit the socio-economic impact pioneering companies in the sharing economy such as Uber and Airbnb can have on the Arab region.
This document discusses Fast Moving Consumer Goods (FMCG) in India. FMCG refers to consumer packaged goods that are frequently purchased and have a quick turnover. The FMCG sector in India has evolved significantly from 1950 to the present. It is composed of various segments including food and beverages, personal care, healthcare, and household care. Rural and urban sectors each account for about a third of total FMCG sales in India. Major players in the Indian FMCG market include Hindustan Unilever Limited, Colgate-Palmolive, ITC Limited, Nestle India, and Parle Agro. The FMCG sector in India faces challenges such as intense competition, abundance of counterfeit goods, and increasing consumer
Honduras es un país centroamericano de 112,492 km2 ubicado entre los 15o 00’ N - 13o 33’ S y 83o 9’ L - 86o 30’ O. Tiene un clima tropical y paisajes que incluyen los picos más altos del país, el Pico Celaque de 2,870 m y el Parque Natural de Santa Bárbara de 2,744 m. La economía se basa principalmente en la agricultura de café, banano y camarón, así como en la exportación de materias primas. Honduras es miembro del Mercado Común Centroamericano
Diagramme
Einführung linearer Gleichungssysteme mit zwei Unbekannten
Rechnerische und grafische Lösung linearer Gleichungssysteme
Wertetabellen mit Excel erstellen
Koordinatensysteme und lineare Graphen mit Excels Liniendiagrammen erstellen und Gleichungen damit grafisch lösen
A Atalanta é uma agência de publicidade e marketing que busca o crescimento sustentável de seus clientes através de estratégias inovadoras. Seus objetivos são desenvolver modelos fundamentais para o suporte dos negócios dos clientes a longo prazo e auxiliar na identificação e execução de oportunidades que levem ao sucesso das marcas atendidas.
A competency framework should express which skills and behaviours are valued, recognised and rewarded in specific roles.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
This document discusses training needs analysis. It explains that needs analysis involves organizational analysis to determine if training supports business strategy, person analysis to identify who needs training, and task analysis to identify important tasks. Various needs assessment techniques are discussed, including their advantages and disadvantages. The document emphasizes that needs analysis is crucial to determine the appropriate type and content of training, and to ensure training addresses actual performance gaps.
Deonita Damons & Linda Meyer Workplace RPLLinda Meyer
This document discusses recognition of prior learning (RPL) in South Africa. It defines RPL and outlines the four levels of competencies that should be assessed in the RPL process according to SAQA. New legislation is discussed, including the Quality Council for Trades and Occupations (QCTO) which is responsible for quality assurance of occupational qualifications. The document also examines catalysts like workplace competitiveness and inhibitors like cost that impact the RPL process.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
This document outlines the steps in performing a training needs analysis (TNA). It begins by analyzing performance and competency gaps between current and desired states. Critical performance gaps are identified by comparing key performance indicators to industry standards. Competency gaps are determined by comparing tasks to best practices. Needed skills are defined based on job holder goals and competencies. Critical skills that are essential to task completion are distinguished. Jobs are profiled to identify critical skills. Employees' current skills are inventoried and competencies evaluated. The required training is determined to bridge the identified gaps. Benefits of gap analysis include refining needed competencies and helping employees and recruiters. The analysis provides knowledge of skill and attitude gaps and the level of competencies
Aviva uses a strength-based hiring approach to focus on candidates' natural strengths rather than adapted competencies. This helps reduce stress for candidates and allows Aviva to identify strengths that may otherwise be overlooked. The process involves mapping strengths to roles based on role outcomes, then asking questions in interviews to evaluate candidates' strengths in key areas. This approach helps Aviva select candidates who are a better fit based on their inherent strengths and abilities.
This document discusses competency mapping and its importance for organizations. It defines competency as any underlying characteristic required for successful job performance, including knowledge, attitudes, skills, and other personal traits. Competency mapping is the process of identifying the competencies needed to effectively perform the tasks and activities associated with a particular job or role. It involves breaking down job descriptions and conducting interviews to determine the technical, managerial, and behavioral competencies that differentiate superior from average performers. Competency maps provide a framework for human resource functions like recruitment, training, performance evaluation, and succession planning.
This document provides an overview of employee assessment options available through Fox Valley Technical College's Assessment for Business program. It lists a variety of assessment types that can be used at different stages of the employee lifecycle, from pre-employment to evaluating current employees. Key areas that can be assessed include accounting, banking, sales, leadership, trades, and more. The program aims to help employers reduce costs by selecting the right candidates and identifying training needs. Assessments are conducted confidentially using valid, standardized tools.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
This document discusses the concepts of training and development in organizations. It outlines the role of training in increasing efficiency, employee morale, and organizational flexibility. It also describes different methods for identifying training needs, including organizational analysis, task analysis, and performance analysis. The document then discusses techniques for assessing training needs, different training methods like on-the-job training and classroom programs, and models for evaluating training programs, including Kirkpatrick's four-level model. It introduces the concept of competency-based training and discusses how competencies at different levels impact business.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
Understand terms such as Competency Framework, Competent, Competence, and Competencies in this article and download your Free Competency Frameworks
http://www.makingbusinessmatter.co.uk/blog/competency-framework/
This newsletter provides information on force development initiatives in the Air Force. It discusses taking a competency-based approach to workforce development and creating instructor certification programs. It also provides updates on tools for career management like My Development Plan, highlights diversity in the Air Force, and announces the new Mission Readiness Training Program data call process.
This newsletter provides information on force development initiatives in the Air Force. It discusses taking a competency-based approach to workforce development and creating instructor certification programs. It also provides updates on tools for career management like My Development Plan, highlights diversity in the Air Force, and announces the Mission Readiness Training Program data call.
Developing a capability framework becomes more manageable when you take the time to analyse and study existing frameworks as a reference point.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
This document is an interview evaluation form used by human resources to assess candidates for job positions. It instructs interviewers to rate candidates on a scale of 1 to 5 based on their educational background, prior work experience, technical qualifications, communication skills, interest in the position, knowledge of the organization, teamwork skills, initiative, time management, and customer service abilities. Interviewers are asked to provide comments to justify each rating. At the end, interviewers give an overall impression and recommendation on whether to advance the candidate, advance with reservations, or not advance the candidate for the position.
Competency based Selection by Anuraag Maini, Sr. VP(HR), DLF PramericaNational HRD Network
Mr. Anuraag Maini, Sr. VP(HR), DLF Pramerica, explained the importance of selecting the right candidate and the cost (direct & indirect) involved in the same which can be 8-10 times the salary paid. He shared his rich experiences on competency based selection and the dearth of trained people across industries.
He further explained how a non-fit recruitment adversely affects the organization’s performance and stressed the importance of planning before conducting the interview by using the STAR concept i.e.
The document outlines a 6-step process for conducting a training needs analysis (TNA):
1. Analyze organizational performance and identify gaps compared to benchmarks.
2. Analyze individual job performance and competency profiles to identify gaps.
3. Translate performance gaps into competency gaps for critical job holders.
4. Determine training needs to address competency gaps.
5. Justify training solutions through a return on investment analysis.
6. Evaluate training impact on closing competency and performance gaps.
This document provides 6 steps for maximizing training budgets:
1) Identify key skills and proficiency levels required for important roles
2) Assess employees' proficiency in key skills for each role
3) Identify skill gaps by comparing desired and actual skill levels
4) Implement individual development plans to address skill deficiencies
5) Adjust training strategy to address most pressing learning needs
6) Consider additional tips like web-based learning and capturing user-created training
Implementing a competency management system to define skills and proficiency levels allows more informed training decisions.
Here are some key statistics about social media usage:
- Facebook has over 2.9 billion monthly active users worldwide. On average, people spend over 1 hour per day on Facebook.
- YouTube has over 2 billion monthly logged-in users. People watch over 1 billion hours of YouTube videos daily.
- Instagram has over 1 billion monthly active users. People spend over 30 minutes per day on Instagram.
- Twitter has over 330 million monthly active users. Over 500 million tweets are sent per day on Twitter.
- LinkedIn has over 740 million users, including professionals from over 200 countries. Over 90 million jobs are posted on LinkedIn annually.
- TikTok has over 1 billion monthly active
Similar to Rethinking how establishment skills surveys can more effectively identify workforce skills gaps (20)
Tahseen Consulting Analysis on Building a Knowledge Economy in the UAE Cited ...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to have its work on developing a knowledge economy in the UAE highlighted in the publication’s November issue.
Tahseen Consulting’s Chief operating Officer, Wes Schwalje, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on how Abu Dhabi can build a knowledge economy. In a wide-ranging discussion, Schwalje discusses the link between the UAE’s knowledge-based economic development strategy and high skill, high wage job creation.
Kingdom of Saudi Arabia Publishing Industry Analysis: Challenges and Opportun...Wesley Schwalje
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Tahseen Consulting’s Chief operating Officer, Wes Schwalje, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on the how the concepts of sustainability and knowledge-based economy are evolving into economic policies in the UAE. In a wide-ranging discussion, Schwalje discusses the UAE’s aspirations, its achievements thus far, and potential barriers to progress.
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Our Arab government social media maturity model has been cited as a potential model for Korean public sector entities, highlighted by the World Bank as a valuable approach in communicating with Arab youth, and referenced in the World Wide Web Foundation’s Open Data Barometer.
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One of the most widely reported challenges that GCC countries and companies now face is the retention of highly qualified female employees. Retention can be particularly problematic as women try to strike a balance between familial responsibilities and succeeding in the workplace. Schwalje asked the panel to reflect on five key challenges: overcoming social perceptions about occupations traditionally dominated by males, implementing female-friendly workplace policies, enabling work-life balance, developing family-friendly facilities, and articulating clear career trajectories for women.
Panel members included Khawla Al Mehairi, Vice President of Marketing and Corporate Communication, Dubai Electricity and Water Authority, Khaled Al Khudair, Founder, Glowork, and Deborah Gills, Chief Executive Officer, Catalyst. A copy of Tahseen Consulting’s analysis supporting the criticality of addressing the five panel focus themes is below along a with video that captures Schwalje’s thoughts on the way forward.
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The importation of the knowledge economy concept to the Arab region was accompanied by an emphasis on the welfare of individuals being tied directly to their success in gaining and maintaining higher qualifications and skills which could be sold in the labor market to match high wage employment opportunities expected to be generated by emerging high skill, knowledge-based industries. However, the high wage, high skills jobs associated with knowledge-based industries have not materialized in the region and are increasingly subject to competition from the emergence of low wage, high skill workers in other developing countries.
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The document discusses the lack of women working in STEM fields in the GCC and reasons for this disparity. It notes that the majority of female nationals in GCC countries work in the public sector rather than private industries like STEM. Social and cultural norms encourage women to pursue more traditional careers instead of STEM. Early education also influences girls away from STEM by portraying women in non-technical roles. Low numbers of women in STEM can negatively impact economies by reducing the skilled labor pool. GCC countries need to address barriers to increase female enrollment and participation in STEM education and careers.
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Tahseen Consulting’s Work on Knowledge-based Economies in the Arab Word is Ci...Wesley Schwalje
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National Skills Formation for Knowledge-based Economic Development
Beginning in the 1990s, there was a shift in the Arab World away from viewing education and training systems as solely suppliers of skills toward an emphasis on the relationship between governments, educational systems, labor markets, and firms to generate demand for skills. By adopting demand-driven, ecosystem approaches to skills formation, Arab governments can align education and training systems with high-growth sectors of industry for knowledge-based economic development and achievement of accompanying economic, political, and social objectives.
While many international models of skills formation promote an exclusively market based approach, several Arab countries view investment in human capital as a political and economic goal in which significant government intervention is warranted. Yet, many previous attempts at skills formation policy have failed to address persistent skills development problems and do not present a comprehensive strategy to develop the skills of the national workforce as a whole. Despite the need for countries to adopt demand-driven approaches to skills formation, many of the countries in the region have pursued policies with no clear link between key stakeholders and specific economic outcomes.
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Rethinking how establishment skills surveys can more effectively identify workforce skills gaps
1. Rethinking How Establishment
Skills Surveys Can More Effectively
About Us Identify Workforce Skills Gaps
Tahseen Consulting is an advisor
on strategic and organizational
issues facing governments, social
sector institutions, and
corporations in the Arab World.
You can read more about our
capabilities at tahseen.ae
An alternative approach to skills surveys that can play a more
▲
Public Sector
effective role in determining the suitability of workforce skills
Social Sector
Corporate Responsibility
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of Tahseen Consulting is strictly prohibited www.tahseen.ae | 1
2. A multicountry, practice-based review of skills surveys reveals skills shortages are an
expressed difficulty in recruiting individuals from the labor market with a particular skill set
Skills Shortage Definition Implied by Typical Survey Approaches
Filtering Criteria: Reasons
why the vacancies are
difficult to fill
Difficult to fill vacancies
attributed to skills related
Skills Shortage
Filtering Criteria: Are reasons such as
any of these vacancies A skills shortage is a sub-set of hard-to-
difficult to fill? • Lack of relevant skills fill vacancies due to a low number of
• Lack of experience applicants attributed to at least one of
Establishment survey • Inadequate qualifications
the following reasons for recruitment
Difficult to fill
identifies firm difficulties:
vacancies identified
level vacancies Difficult to fill vacancies
attributed to other reasons • Lack of required skills
such as • Lack of work experience the company
• Unsuitable to the work demands
• Too young/old
• Attitude/presentation • Lack of qualifications the company
• Other demands
| 2
3. However, the concept of a skills gap lacks conceptual clarity …
Skills Gap Definition Implied by Typical Survey Approaches
Survey approaches to detect incidence and Based on the survey approach, a firm faces a
extent of skills gaps skills gap in the following scenarios …
Direct Single Question: asks a question such If respondent agrees that there is a gap
as “Do you think there is a skills gap in your between the organization’s skills needs and
organization?” its current workforce skills Skills Gaps
Establishment survey or self assessment
Proficiency Range/Quantification: If one or more staff are felt not to be fully These survey
respondents are asked how many (or to give proficient at their job; If ranges are given, a approaches imply that
a range) employees within an occupational cutoff proficiency level is specified below skills gaps refer to the
group are fully proficient in their jobs which a firm faces a gap following scenarios:
Dual Direct Question and Proficiency: If respondent agrees with the direct question • A situation in which
combines both the approaches above asking or has non proficient staff. Typically only one employers perceive
both a direct and a proficiency question measure is shown to avoid confusion. current employees
to be less than fully
Skills-Specific Upgrading Approach: proficient for their
respondents specify which skills areas need If respondent indicates any incidence of a current jobs
upgrading from a list of skills or rank the skill that requires upgrading in the firm’s
extent to which skills are underdeveloped current workforce • A gap between the
on a likert scale skills of current
employees and the
Importance-Proficiency Gap Analysis: Gaps are assessed by subtracting the % of
skills needed to
respondents rank skills according to their respondents indicating employees are
meet business
importance to performing a particular job proficient in a skill from the % indicating
objectives
and then assess employee proficiency on that a skill is important. If the importance is
likert scales higher than proficiency, a gap is concluded.
| 3
4. The effectiveness of skills formation systems can be viewed in the context of allocative
efficiency in the external labor market and as effective utilization in the firm
Assessing Skills Formation Effectiveness in Labor Markets and at the Firm Level
Skills deficiencies within the Skills deficiencies internal
external labor market to the firm
Skills
Formation Effective Firm-level Utilization
Allocative Efficiency
Objective of Workforce Skills
Description Preparation of individuals with the skills, work Workforce skills levels meet the expectations of
of Objective experience, and qualifications in the quantity and employers either in terms of full occupational
quality to meet labor market needs proficiency or in the ability to meet business
objectives with current workforce skills levels
Lack of
conceptual
Evidence of Skills Shortages Skills Gaps clarity
a Deficiency
• Difficulty in recruiting individuals from external • Current workforce has inadequate skill types/levels
labor markets with a particular skill set due to a to meet business objectives
lack of skills, work experience, or qualifications OR
• Employers perceive current employees to be less
than fully proficient to perform their current jobs
| 4
5. Unicorns can live in a fantasy world; companies and countries cannot afford to
Theory
General propositions, commonly
regarded as correct, used to explain and
predict phenomena
Theoretical Fantasies “The Facts” imply a need to:
• Skills shortages are ephemeral and • Ensure conceptual clarity
disappear as labor markets adjust
• The pricing mechanism, exercised through • Reconsider current measurement approaches
expected wage returns and premia leads
to allocative efficiency within labor • Understand the causes
markets
• Determine consequences
Fact
A truth known by actual experience or • Devise remediation strategies
observation
The Facts
Although shortages and gaps are both important
• Persistent shortages and gaps over the last to study, the focus of this presentation is on
decade in several countries understanding the phenomenon of a skills gap
• Not short lived
• Pricing mechanism seems ineffective: Firms
consistently rank pay or the market
mechanism as the least used measures
| 5
6. Due to the normative way in which it is conceptualized, there are a number of sources of
difficulty operationalizing the measurement of the phenomenon of a skills gap
HR or Manager Evolving Business Needs Blur the Individual and Peer
Respondent Bias Normative Threshold Evaluation Bias
Influence Effects Evolving Business Objectives Overestimation of Abilities
• HR departments may understate skills issues • Evolving business strategies may mean that • Evidence from psychology and economics
to justify previous budgets current workforce skills do not match changes in suggests that people are over confident
• Studies show a positive relationship between company strategy, goals, markets, or business regarding their abilities
non HR respondents to skills surveys and the models
reporting of skills issues
Respondent Subjectivity Changing Job Requirements Peer Positivity Bias
• HR/managers may assess staff skills levels • Changing job requirements due, for example, to • Studies have shown that people rate familiar
differently technology adoption or job promotion, might group members as better than average
• HR/managers may also have different mean that a once proficient employee now lacks
opinions on the importance of particular skills the skills to perform a new or evolving role.
Occupations and Skills Are Contextual Some Employers are More Demanding
• Respondents may have varying • Some companies may be more demanding of
interpretations of the meaning of particular their employees
skills or merge skills (i.e. confusing
communication and customer handling
Latent and Unreported Skills issues
• Latent skills needs may exist
• Unreported skills needs may occur due to
little hope that a skill issue could be resolved
| 6
7. Four areas emerge as potential causes of skills gaps: recruitment difficulties; HR practices;
strategic shifts in response to changing business environments; and transitional stages
Market and Institutional Human Resources Management
Structural Skills Gaps Transitional Skills Gaps
Failure Induced Skills Gaps Related Skills Gaps
Poor Skills Formation Policy Insufficient Staff Development Strategic shifts in response to Incomplete Orientation
changing business and Integration
• Lack or weakness of • Depressed levels or
environments
government institutions that inadequately planned training • Attributable to the beginning of
prevent underinvestment in and development • Failure to increase and the employee-employer
skills, provide adequate maintain workforce skills to relationship whether due to
regulation, and coordinate Poor Retention and Motivation build and renew firm recent recruitment or post-
stakeholders Practices competencies in response to merger employee integration
changing business
• HR practices that inadequately • Presumably decrease as
Education and Training opportunities
address employee retention or employees complete induction
System Misalignment
a misalignment of HR practices • A strategy-skills lag in which training and gain confidence in
• Accessibility, quality, and the with sources of workforce current workforce skills lag new their roles
degree to which education and motivation or expanded skills required by
training systems produce alternative strategic directions
employable students are associated with competency
insufficient renewal
Insufficient Individual
Investment
• Unclear returns to particular
skills which negatively impact
individual skilling decisions
| 7
8. Because an organization’s systems are interdependent, skills gaps serve as a bottleneck to
limit overall effectiveness of the organization
Effects of Skills Gaps
An Open Systems Model of Organizations Implied by Questionnaires
• Impact on strategic planning
Strategic Logic
Rationale for achieving organizational goals
• Withdrawal from markets
Management Processes • Withdraw from offering certain products
Data gathering and interpreting, decision making, resource allocation
• Strain on management
Skills
• Increased workload
Intangible Resources Gaps
• Lower morale
Knowledge, capabilities, reputation, relationship
Resource Flows
• Turnover and increased recruitment costs
Data Flows
• Difficulties introducing technological change
Tangible Resources
Equipment, buildings, materials
• Increased operating costs
Operations • Loss of efficiency/increased waste
• Outsourcing
Product creation, realization, support
• Difficulties introducing new working practices
• Delay developing new products or services
Product Offerings
• Loss of business or orders to competitors
• Difficulties meeting quality standards
Position in Product Markets • Difficulties meeting customer service objectives
| 8
9. The case of the Middle East: Many Arab countries face workforce skills deficiencies that
slow knowledge-based economic development and negatively impact high skill industries
10
High Skills Equilibrium
United Kingdom Germany
9 Ireland
Employer Demand for higher, knowledge-intensive
Estonia • Strong demand for high level skills
High
Spain
Czech Republic Hungary • Skills formulation institutions and the
Lithuania Korea, Rep.
8 Latvia Portugal enabling environment work in tandem
Knowledge Economy Index Ranking)
Slovak Republic Greece • Knowledge-based economies with
skills (as proxied by the World Bank
Poland Croatia
Chile Bulgaria lower levels of skills gaps
7 United Arab Emirates Qatar
Romania Uruguay
Bahrain Malaysia Costa Rica
Kuwait
6 Serbia
Brazil Russia Turkey • The perception of Arab employers
Medium
Saudi Arabia Jordan Oman Mexico Africa
South
may deter entry into knowledge-
Belarus based industries which are perceived
5 Colombia Lebanon
China to require skills unavailable in the
Egypt Tunisia Sri Lanka Philippines national workforce or too costly to
Morocco Botswana Azerbaijan build internally
4
Bolivia Vietnam
Cape Verde Indonesia
Syria Honduras
India
Guatemala Swaziland
3 Kenya
Algeria
Senegal
Uganda
Pakistan
Ghana Low Skills Equilibrium
Zambia Yemen Tanzania
Lesotho
Burkina
2 Nepal • Employers face few skill gaps in a
Low
Faso Mozambique Cambodia
Bangladesh
Ethiopia Eritrea predominantly low skilled workforce
Rwanda
Guinea
• Little incentive to participate in
1 education and training and raise
qualification levels and aspirations
0
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
Low Medium High
% of firms with sufficient internal skills levels
(1- % of firms reporting major or very severe skills gaps)
| 9
10. The interconnectedness of the various systems of the firm implies a range of approaches
may be required to address skills gaps
Remediation Strategies for Skills Gaps
An Open Systems Model of Organizations Implied by Questionnaires
Centralized systems for assessing the
productive possibility frontier
Workforce
Strategic Logic • Predicting future skills needs planning
Rationale for achieving organizational goals • Conducting skills inventories
Feedback mechanisms and discretionary control
Management Processes • Staff appraisals / performance reviews
Data gathering and interpreting, decision making, resource allocation • Disciplinary action or making staff redundant
• Nothing, leave to market
Skills Development, motivation, retention, recruitment
Intangible Resources Gaps • Training and development practices
Knowledge, capabilities, reputation, relationship • Recruitment practices
Resource Flows
Data Flows
Technical substitution
Tangible Resources • Task automation
Equipment, buildings, materials
Altering production practices and routines
Operations • Changing working practices
Product creation, realization, support • Redefining existing jobs
• Reallocating work within the company
Product Offerings
Position in Product Markets
| 10
11. Several survey design considerations must be taken into account in order to effectively
measure the sufficiency of workforce skills
1 Several sources of bias must be considered which impact incidence reporting
The probing of generic skills applicable across industries and occupations is perhaps inevitable in light
2
of a lack of a common framework for describing sector and occupation-specific skills
3 Our current focus on general skills is not ideal but is overcome by operational compromises such as
weighting occupational groupings and skills
4 Empirical evidence suggests an occupational level approach is more effective in highlighting differences
between occupations , skills lacking, attributed causes, measures taken to resolve gaps, and impacts
By addressing the above operational measurement issues, establishment skills surveys can play a more effective role in determining how
workforce skills influence achievement of the macro level objectives of firms
| 11
12. A recommended establishment skills survey approach
Questions are asked for
each occupational group Incidence and Skills Lacking
1
Occupational Group How many employees
have all the skills to
• Managers, directors and
senior officials perform their job to
• Professional occupations the required level? Thinking about your
• Associate professional employees who do not In which departments
and technical occupations How important is this This question refers to How important are the of your organization
• Administrative and have all the skills to
occupational grouping employees who have all the following skills to are there the most
secretarial occupations basic skills, personal attitudes
perform their jobs,
to achieving your performing jobs in this employees who do not
• Skilled trades occupations workplace specific, and how would you rate
• Caring, leisure and Other business objectives? occupational grouping? have all the skills to
technical skills that allows their sufficiency in the
service occupations your company to meet following skills? perform their job?
• Sales and customer service business objectives. It does
occupations not refer to personal
• Process, plant and machine performance, ability, or
operatives individual attributes of
• Elementary occupations employees.
Causes Impact Remediation Barriers
2 3 4 5
How significant is this
Which steps has this
problem in terms of
establishment made to
the effect on your
identify and overcome
establishment’s ability Which of the following
What are the main the fact that some
to meet its business barriers would you say
causes of some of your employees do not have
objectives? may exist to your
employees not having all the skills to perform
developing staff with
all the skills to perform their job ?
How does the fact that all the skills to perform
their jobs?
some of your staff do their job?
What impact have
not have the skills to
these interventions
perform their jobs
had on your firm?
impact achievement of
business objectives?
| 12
13. • For Further Information About This للمزيد من المعلومات عن هذا العرض التقديمي •
Presentation
للحصول على العرض التقديمي الكامل لهذه المبادرة يرجى
To get a copy of the full presentation or to االتصال بـ ويزلي شوالييه على العنوان
discuss the findings, please contact Wes wes.schwalje@tahseen.ae
Schwalje wes.schwalje@tahseen.ae
• For Inquiries About Our Services and • لالستفسار عن خدماتنا ولعرض أفكاركم علينا
Requests for Proposals
لالستفسار عن خدماتنا أو عرض أفكاركم علينا يرجى االتصال
To inquire about our services or submit a بنا عبر اإلنترنت باستخدام النموذج أدناه أو إرسال بريد
request for proposal, please contact us using fikra@tahseen.ae إلكتروني إلى
the online form or send an e-mail to
fikra@tahseen.ae
• For Organizations Interested in Alliances
• بالنسبة للمنظمات التي لديها اهتمام بالدخول في اتفاقيات
شراكة وفي تحالفات مع شركة تحسين لالستشارات
We are interested in opportunities where our
technical skills and expertise can be used to إننا مهتمون بالفرص التي يمكن من خاللها استخدام مهاراتنا
complement or diversify those of potential وخبراتنا الفنية لتكميل أو لتنويع مهارات وخبرات شركائنا
partners to pursue specific government funding ّ
المحتملين بما يمكن من السعي للحصول على تمويل حكومي أو
opportunities, commercial contracts, or RFPs. عقود تجارية. لبدء نقاش حول الدخول في تحالف مع شركة
To begin a discussion about entering into an تحسين لالستشارات يرجى االتصال بوليد العرادي على
alliance with Tahseen Consulting, please walid.aradi@tahseen.ae العنوان
contact Walid Aradi at walid.aradi@tahseen.ae
• بالنسبة للعاملين في الصحافة أو في وسائل اإلعالم
• For Members of the Press or Media
ّ
لالستفسارات المقدمة من قبل وسائل اإلعالم يرجى االتصال بـ
For media inquiries, please contact Wes
ويـزلي شـوالييه على العنوان
Schwalje at wes.schwalje@tahseen.ae
wes.schwalje@tahseen.ae