Review of professional competency frameworks of insurance in selected countries
presented by Dr. Gharahkhani in The 26th National Conference on Insurance and Development (NCOID) with the main theme of “Increasing Insurance Penetration Rate: Challenges and Strategies” will be held on December 3 and 4, 2019 in two sets of sessions namely academic sessions and general insurance industry sessions, according to PRIAO, IRC.
This document discusses the recruitment and selection process for sales force positions. It involves 3 main steps: 1) Planning which includes job analysis, qualifications, descriptions and objectives. 2) Recruitment from internal and external sources. 3) Selection through screening, interviews, testing, references and making offers. The selection process evaluates candidates through preliminary interviews, applications, formal interviews using different techniques, reference and credit checks, psychological tests and physical examinations.
The document discusses e-recruitment and its advantages. It begins by defining recruitment and e-recruitment. E-recruitment refers to using online tools like websites to conduct the recruitment process. It then outlines the objectives of studying e-recruitment and discusses the evolution of e-recruitment from newspapers to online jobs boards. The key methods, process, effectiveness, advantages and disadvantages of e-recruitment are also summarized. Current trends in India like the use of mobile apps and social media for recruitment are also highlighted.
The document discusses competency mapping, assessment, and management. It defines competencies as the underlying characteristics that lead to skills and behaviors needed to meet job demands. Competencies can be generic, specific, threshold, or performance-based. Competency frameworks define requirements for jobs, competency maps describe behaviors for occupations, and profiles define requirements for roles. The document outlines steps for identifying role competencies, assessing competencies, developing action plans, and mapping competencies to align roles and strategies.
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
The presentation discusses designing effective human resource development programs. It covers defining objectives, needs assessment, design, selecting trainers, and other factors to consider. The key activities in design are setting objectives, selecting trainers, developing lesson plans, selecting methods, preparing materials, and scheduling. When selecting trainers, their competency, subject matter expertise, and ability to communicate knowledge clearly are important. A team approach or training current employees can be used if no subject matter experts are available.
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
This document discusses the recruitment and selection process for sales force positions. It involves 3 main steps: 1) Planning which includes job analysis, qualifications, descriptions and objectives. 2) Recruitment from internal and external sources. 3) Selection through screening, interviews, testing, references and making offers. The selection process evaluates candidates through preliminary interviews, applications, formal interviews using different techniques, reference and credit checks, psychological tests and physical examinations.
The document discusses e-recruitment and its advantages. It begins by defining recruitment and e-recruitment. E-recruitment refers to using online tools like websites to conduct the recruitment process. It then outlines the objectives of studying e-recruitment and discusses the evolution of e-recruitment from newspapers to online jobs boards. The key methods, process, effectiveness, advantages and disadvantages of e-recruitment are also summarized. Current trends in India like the use of mobile apps and social media for recruitment are also highlighted.
The document discusses competency mapping, assessment, and management. It defines competencies as the underlying characteristics that lead to skills and behaviors needed to meet job demands. Competencies can be generic, specific, threshold, or performance-based. Competency frameworks define requirements for jobs, competency maps describe behaviors for occupations, and profiles define requirements for roles. The document outlines steps for identifying role competencies, assessing competencies, developing action plans, and mapping competencies to align roles and strategies.
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
The presentation discusses designing effective human resource development programs. It covers defining objectives, needs assessment, design, selecting trainers, and other factors to consider. The key activities in design are setting objectives, selecting trainers, developing lesson plans, selecting methods, preparing materials, and scheduling. When selecting trainers, their competency, subject matter expertise, and ability to communicate knowledge clearly are important. A team approach or training current employees can be used if no subject matter experts are available.
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
Randstad is a large global staffing and recruitment firm operating in over 30 countries. It provides various HR solutions including temporary and permanent staffing, professional recruitment, outsourcing, and in-house services. Randstad differentiates itself through its focus on specializations in different industries and its consistent values of knowing, serving, and trusting clients and candidates.
Manpower Recruitment Agency, Recruitment Consultant, Best Solution for Recru...MM Enterprises
MM Enterprises is a manpower recruitment consultancy that has provided staffing services since 1994. It recruits for infrastructure, IT, education, telecom, and other sectors. The company's services include complete recruitment, outsourcing, executive search, and facility management. It has a process for resume searching, screening, shortlisting, interviewing, selecting, and making offers to candidates. For outsourcing clients, it provides payroll management, supervision, induction/training, and acts as a liaison between employers and employees. Contact information is provided for Mona Madaan, who can be reached via email or the company website.
This document discusses training and development in organizations. It begins by defining training as developing skills for present jobs, while development focuses on long-term learning beyond the current job. Effective training and development leads to benefits like increased productivity, quality and motivation. The document then outlines the training process, including needs assessment, planning, implementation, and evaluation. It provides examples of different training methods and the importance of evaluating training to measure its impact.
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
The document discusses sourcing strategies for recruitment and hiring. It defines sourcing as an organization's ability to use effective recruitment approaches to fill vacant positions. A sourcing strategy is needed to determine the best methods for different types of roles based on skills required, position needs, and available resources. The strategy should include both internal and external recruitment methods with a focus on targeted recruitment. An effective sourcing strategy drives down candidate interviews while ensuring a proper fit between the candidate and company requirements.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
This document contains information about a human resource management course being taught by Kokab Manzoor. It includes the course outlines which cover topics like fundamentals of HRM, recruiting and selection, training and development. It also lists the required textbooks and provides chapter outlines. Contact information for Kokab Manzoor is provided, along with outlines of the functions of management and an overview of strategic human resource management.
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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This document discusses recruitment, selection, and retention processes. It covers the key topics of recruitment methods and sources, selection criteria, the relationship between recruitment success and selectivity, and the role of retention in matching employees, jobs, and organizations. Recruitment aims to source qualified candidates, selection identifies the most suitable from applicants, and retention is impacted by selection quality through good job-employee matches that increase longevity. The processes are integrally related for building an efficient workforce.
The document provides an overview of performance management. It begins with definitions of performance management and discusses its strategic and integrated nature. It then covers concerns of performance management such as outputs, outcomes, processes, inputs and planning. The document also provides a brief history of performance management practices over time, from early systems in ancient China and Europe to more modern approaches like management by objectives and critical incident technique. It discusses key elements and criticisms of different performance management approaches.
This document discusses competency-based selection systems and competency models. It defines competencies as skills, knowledge, abilities and behaviors that distinguish high performers and relate to effective job performance. The document outlines different approaches to developing competency models, including identifying core competencies required for roles aligned with business strategy. It also discusses how competency models can be used to improve human resource management systems like training, performance evaluation, and succession planning.
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
This document provides an overview of performance management processes. It defines performance management as an ongoing cycle of communication between supervisors and employees to set work expectations and assess performance. The key steps are planning, managing performance through feedback, conducting performance reviews, and providing performance-based rewards. Challenges include ensuring all employee performance is evaluated honestly and that everyone has good negotiation skills. The document recommends training managers and selecting a performance management model that suits the organization's needs.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
This document summarizes different traditional training methods used in human resources training and individual development. It describes presentation methods like lectures and audio-visual techniques that transmit information to trainees. It also outlines hands-on methods that actively involve trainees, like on-the-job training, simulations, case studies, and role plays. Finally, it discusses group building methods aimed at improving team effectiveness, such as adventure learning, team training, and action learning.
- Competency statements should be specific, observable, and unambiguous to avoid bias and inaccurate interpretation. They must clearly define behaviors, contexts, and performance levels.
- Four key questions should be considered when developing statements: 1) Will the meaning be clear? 2) Are assumptions being made? 3) Is the concept being measured? 4) Can the data be interpreted accurately?
- Characteristics like wording, order, and use of terms can impact responses. Statements should use simple language and focus on a single behavior or task to promote consistency and validity.
Management and managerial skills training manual.pdffillmonipdc
This document provides an outline for a training on soft skills for employed youth with disabilities. The training will cover topics such as soft skills and their role in employability, professionalism, communication, office manners, stress management, leadership styles, time management, and decision making. It includes pre-training questions, learning objectives for each session, definitions of key terms, and descriptions of important soft skills. The overall objectives are to help participants understand the importance of soft skills for employability and be able to define, explain, and demonstrate important soft skills.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
Randstad is a large global staffing and recruitment firm operating in over 30 countries. It provides various HR solutions including temporary and permanent staffing, professional recruitment, outsourcing, and in-house services. Randstad differentiates itself through its focus on specializations in different industries and its consistent values of knowing, serving, and trusting clients and candidates.
Manpower Recruitment Agency, Recruitment Consultant, Best Solution for Recru...MM Enterprises
MM Enterprises is a manpower recruitment consultancy that has provided staffing services since 1994. It recruits for infrastructure, IT, education, telecom, and other sectors. The company's services include complete recruitment, outsourcing, executive search, and facility management. It has a process for resume searching, screening, shortlisting, interviewing, selecting, and making offers to candidates. For outsourcing clients, it provides payroll management, supervision, induction/training, and acts as a liaison between employers and employees. Contact information is provided for Mona Madaan, who can be reached via email or the company website.
This document discusses training and development in organizations. It begins by defining training as developing skills for present jobs, while development focuses on long-term learning beyond the current job. Effective training and development leads to benefits like increased productivity, quality and motivation. The document then outlines the training process, including needs assessment, planning, implementation, and evaluation. It provides examples of different training methods and the importance of evaluating training to measure its impact.
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
The document discusses sourcing strategies for recruitment and hiring. It defines sourcing as an organization's ability to use effective recruitment approaches to fill vacant positions. A sourcing strategy is needed to determine the best methods for different types of roles based on skills required, position needs, and available resources. The strategy should include both internal and external recruitment methods with a focus on targeted recruitment. An effective sourcing strategy drives down candidate interviews while ensuring a proper fit between the candidate and company requirements.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
This document contains information about a human resource management course being taught by Kokab Manzoor. It includes the course outlines which cover topics like fundamentals of HRM, recruiting and selection, training and development. It also lists the required textbooks and provides chapter outlines. Contact information for Kokab Manzoor is provided, along with outlines of the functions of management and an overview of strategic human resource management.
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
This document discusses recruitment, selection, and retention processes. It covers the key topics of recruitment methods and sources, selection criteria, the relationship between recruitment success and selectivity, and the role of retention in matching employees, jobs, and organizations. Recruitment aims to source qualified candidates, selection identifies the most suitable from applicants, and retention is impacted by selection quality through good job-employee matches that increase longevity. The processes are integrally related for building an efficient workforce.
The document provides an overview of performance management. It begins with definitions of performance management and discusses its strategic and integrated nature. It then covers concerns of performance management such as outputs, outcomes, processes, inputs and planning. The document also provides a brief history of performance management practices over time, from early systems in ancient China and Europe to more modern approaches like management by objectives and critical incident technique. It discusses key elements and criticisms of different performance management approaches.
This document discusses competency-based selection systems and competency models. It defines competencies as skills, knowledge, abilities and behaviors that distinguish high performers and relate to effective job performance. The document outlines different approaches to developing competency models, including identifying core competencies required for roles aligned with business strategy. It also discusses how competency models can be used to improve human resource management systems like training, performance evaluation, and succession planning.
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
This document provides an overview of performance management processes. It defines performance management as an ongoing cycle of communication between supervisors and employees to set work expectations and assess performance. The key steps are planning, managing performance through feedback, conducting performance reviews, and providing performance-based rewards. Challenges include ensuring all employee performance is evaluated honestly and that everyone has good negotiation skills. The document recommends training managers and selecting a performance management model that suits the organization's needs.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
This document summarizes different traditional training methods used in human resources training and individual development. It describes presentation methods like lectures and audio-visual techniques that transmit information to trainees. It also outlines hands-on methods that actively involve trainees, like on-the-job training, simulations, case studies, and role plays. Finally, it discusses group building methods aimed at improving team effectiveness, such as adventure learning, team training, and action learning.
- Competency statements should be specific, observable, and unambiguous to avoid bias and inaccurate interpretation. They must clearly define behaviors, contexts, and performance levels.
- Four key questions should be considered when developing statements: 1) Will the meaning be clear? 2) Are assumptions being made? 3) Is the concept being measured? 4) Can the data be interpreted accurately?
- Characteristics like wording, order, and use of terms can impact responses. Statements should use simple language and focus on a single behavior or task to promote consistency and validity.
Management and managerial skills training manual.pdffillmonipdc
This document provides an outline for a training on soft skills for employed youth with disabilities. The training will cover topics such as soft skills and their role in employability, professionalism, communication, office manners, stress management, leadership styles, time management, and decision making. It includes pre-training questions, learning objectives for each session, definitions of key terms, and descriptions of important soft skills. The overall objectives are to help participants understand the importance of soft skills for employability and be able to define, explain, and demonstrate important soft skills.
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.
The document discusses how to write competencies for positions within an organization. It recommends identifying critical positions, developing a competency model based on organizational goals and objectives, conducting competency assessments using tools like interviews and tests, collecting and analyzing the resulting data, performing gap analyses to identify training needs, and evaluating the effectiveness of the competency profiles. It also provides examples of technical competencies like equipment operation, software knowledge, data management, and policy/planning skills. Common job competencies discussed include employment-specific, professional, and teamwork skills.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs in government. It includes definitions and proficiency levels for 25 behavioral competencies such as adaptability, communication, and organizational awareness. Technical competency areas are also listed. The document explains that competency profiles describing required skills and behaviors can be used for human resources functions like staffing, performance management, and career development.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document provides guidance on how to write competencies for positions within an organization. It discusses identifying which positions to develop competency profiles for, developing a competency model based on organizational objectives and goals, conducting competency assessments of employees, collecting and analyzing data, performing gap analyses to identify training needs, and evaluating the effectiveness of competency profiles. It also provides examples of technical competencies like equipment operation knowledge, data management skills, and policy/planning expertise. Competency in teamwork, professionalism, and employment-specific skills are also discussed.
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/
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behaviors. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies center around problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, interactions, and decision-making power.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
Succeeding in today’s increasingly competitive global landscape calls for organizations to leverage everything they can. Increasingly, that leverage is coming down to your employees' soft skills – their ability to engage with each other for high-performance, solve problems through creative solutions and communicate with a diverse range of audiences effectively.
But while it’s easy (well, easier) to measure and hire for hard-skills competency, it’s very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build those soft skills in our employees.
In this one-of-a-kind webinar, we’ll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management, we’ll show how a soft-skills focus can dramatically impact your company’s bottom line.
In this webinar, you will learn:
Soft skills: What are they anyway?
Soft skills and recruiting: The secret to successful hires
How to teach, measure, and mentor soft skills
This document discusses competencies and how to define, assess, and develop them for professional growth. It defines competence as the ability to perform job tasks to required standards using an appropriate mix of knowledge, skills, and attitudes. To develop competence, one must increase knowledge, skills for applying that knowledge, and proper attitudes. The document provides guidance on defining competencies, assessing current competence levels, and using competency frameworks to identify development areas and goals.
This document provides summaries of two competency dictionaries:
1) The Behavioral Competency Dictionary describes non-technical competencies relevant to IT jobs, including things like adaptability, communication, teamwork, and continuous learning.
2) The Technical Competency Dictionary includes skills, abilities, and behaviors required for applying specific technical knowledge on the job, such as application development, database management, security, and service management.
These dictionaries define the competencies and proficiency levels needed for successful job performance in the IT field. They can be used for developing competency profiles, interview questions, and career planning.
The document describes the role of a Functional Manager. A Functional Manager is responsible for providing specialist services or advice within an organization, and ensuring effective operations. They may have some executive authority, but typically work through the management line. Functional Managers are highly qualified in their specialized area through experience, qualifications, or both. They do not normally manage significant staff but may have an assistant. Their level in the organization depends on the importance of their advice, the risks associated with that advice, and the organization's need for their services.
MBA I ECLS_U-1_introduction and basics of soft skillsRai University
The document discusses the meaning and importance of soft skills versus hard skills. It defines soft skills as personality traits and interpersonal abilities that are crucial for career success and social life, such as communication skills, ability to express ideas, and people skills. Hard skills refer to technical, tangible skills required for specific jobs, like accounting principles. The document notes that while hard skills are important for getting interviews, soft skills are more important for getting and keeping jobs. It provides examples to distinguish between soft and hard skills and discusses their interdependence and importance in industries, interviews, and the workplace.
Mca i ecls_u-1_introduction and basics of soft skillsRai University
The document discusses the meaning and importance of soft skills versus hard skills. It defines soft skills as personality traits and interpersonal abilities that are crucial for career success and social interactions. Hard skills refer to technical, tangible skills required for specific jobs. While both are important, soft skills like communication, teamwork and problem solving are becoming even more essential in today's workplace as they determine how well one interacts and performs. The document emphasizes that soft skills complement hard skills and both are interdependent for maximum career achievement and growth.
Llb i ecls_u-1_introduction and basics of soft skillsRai University
The document discusses the meaning and importance of soft skills versus hard skills. It defines soft skills as personality traits and interpersonal abilities that are crucial for career success and social life, such as communication skills, ability to express ideas, and people skills. Hard skills refer to technical, job-specific skills that can be measured, such as accounting principles. Both soft skills and hard skills are important, with soft skills being more essential for career progression and determining success. The document provides examples to distinguish between soft skills and hard skills and discusses their interdependence in the workplace.
This document discusses the competency approach, which focuses on defining the skills and behaviors required to perform a job well. It provides examples of competency frameworks for telephone operators and clerical jobs. The main benefits of competency-based systems are that they provide clear objectives for employees and standardize performance evaluation. However, critics argue that competency systems can become too bureaucratic and emphasize inputs over outputs.
The document provides an overview of case study interviews used in management consulting recruiting. It discusses that case studies are used to assess analytical, diagnostic and communication skills. It describes the different types of case studies - calculation, problem and probing cases - and frameworks that can be used to structure analysis. Key steps are to understand the issue, develop a hypothesis, select an analytical approach, identify issues and recommendations, and define expected results.
Similar to Review of professional competency frameworks of insurance in selected countries (20)
بیمه اتکایی تهران رواک
نقش بیمه در جامعه
جبران خسارت
افزایش امنیت و آرامش و کاهش نگرانی
منبع تامین وجوه سرمایهگذاری
جلوگیری از خسارت و ارتقاء ایمنی
افزایش اعتبار
تجربه بازار متشکل بیمه جهان و نقش فنآوریهای نوین در توسعه آنهاMohsen Gharakhani
تجربه بازار متشکل بیمه جهان و نقش فنآوریهای نوین در توسعه آنها
A market is any place that brings together a buyer and a seller to agree a price to exchange goods or services.
A market can be:
very formal such as a shop,
a financial market such the Stock Exchange,
a car boot sale, selling goods from a street corner,
an advert in a local newspaper.
The document discusses the need to establish an organized insurance market in Iran given the large risks in the current insurance market conditions. It notes that the current reliance on a few insurance companies to accept and distribute risks means risks are mainly managed through central insurance companies. It also discusses reviewing organized markets in other countries, both traditional insurance exchanges and modern fintech and reinsurance platforms, as well as the purposes and features of the historic New York Insurance Exchange.
The document discusses various clauses commonly found in reinsurance contracts. It describes clauses related to facultative and treaty wordings, including clauses for proportional and non-proportional treaties. For proportional treaties it covers cession, accounting, premium, claims, and portfolio transfer clauses. For non-proportional treaties it discusses basis of cover, premium, ultimate net loss, limits/deductibles, reinstatement, claims, and currency fluctuation clauses. The document provides details on the purpose and content of these standard reinsurance contract clauses.
The role of international communication on insurance penetration coefficientMohsen Gharakhani
The role of international communication on insurance penetration coefficient presented by Dr. Gharahkhani in The 26th National Conference on Insurance and Development (NCOID) with the main theme of “Increasing Insurance Penetration Rate: Challenges and Strategies” will be held on December 3 and 4, 2019 in two sets of sessions namely academic sessions and general insurance industry sessions, according to PRIAO, IRC.
Powerpoint mot dr gharahkhani Analyzing the effective factors on insurance b...Mohsen Gharakhani
Analyzing the effective factors on insurance buying intention based on moments of Truth (MOT)
presented by Dr. Gharahkhani in The 26th National Conference on Insurance and Development (NCOID) with the main theme of “Increasing Insurance Penetration Rate: Challenges and Strategies” will be held on December 3 and 4, 2019 in two sets of sessions namely academic sessions and general insurance industry sessions, according to PRIAO, IRC.
block chain technology in insurance smart contacts technology dr gharahkhani Mohsen Gharakhani
block chain technology in insurance smart contacts
Dr gharahkhani
presented in The 26th National Conference on Insurance and Development (NCOID) with the main theme of “Increasing Insurance Penetration Rate: Challenges and Strategies” will be held on December 3 and 4, 2019 in two sets of sessions namely academic sessions and general insurance industry sessions, according to PRIAO, IRC.
information technology session
New economy vs. old economy
CRM
BI
technology
service economy
transformation
experience
technology
information technology
whats app
face book
acquisition merger
customer satisfaction
value creation
entrepreneurship
economic development
university
tfetimes
new trends
One size fits all strategy!
ROLE OF SERVICES IN AN ECONOMY
Learning Objectives Describe the central role of services in an economy. Discuss the evolution of an economy from an agrarian society to a service society. Describe the features of preindustrial, industrial, and postindustrial societies. Describe the features of the new service economy
Insurance is different from most products as it is a promise to do something in the future if certain events take place during a specified time period.
Unlike a can of soup, a pair of shoes, or a car, the ultimate cost of an insurance policy is not known at the time of the sale
حوادث در ایران
طبیعی( Natural Disaster)
49 نوع بلای طبیعی در جهان وجود دارد که نزدیک به 30 نوع از آن با تواترهای مختلف در ایران اتفاق می افتد.
زلزله، سیل، طوفان، گردباد، تگرگ، بهمن، خشکسالی، رعد وبرق و آتشفشان از مشهورترین این نوع از بلایا هستند.
انسان ساخت (Man-made disaster)
بلایایی مانند گرم شدن هوا، آلودگی زمین و تخریب جنگل و انفجار و نشت از بلایای انسان ساخت هستند.
هفت نکته کلیدی در باره هدف گذاری
موفقیت
چرا باید هدف داشته باشیم؟
چرا اهداف باید نوشته شده باشد؟
چند هدف می توانیم داشته باشیم؟
بعد از تعیین هدف چکار کنیم
راه های سرعت بخشیدن به رسیدن به اهداف
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4. Forbes Insurance salaries
• The 25 Highest-Paying Jobs In America In 2018
• 16. Financial Planning and Analysis Manager
• Median Base Salary: $102,155
6. Competencies framework consists
• Competencies dictionary:
Defines the skills, knowledge, and abilities required in all different
levels of proficiency.
• Functional roles:
Provides detailed explanation for the roles, responsibilities, and main
tasks of the jobs.
• Career paths:
Represents a comprehensive collection of the main jobs in
the Financial Services Industry classified based on career paths and
professional levels that reflect career horizontal and vertical
progression.
• Linking competencies with functional roles:
Demonstrates minimum requirements of jobs' behavioural and
technical competencies in all its different levels.
7. Competencies Definition
• The concept of competency can be defined as a set of
skills, knowledge, behaviors, and technical
competencies and self-efficacy that help in
performing the job perfectly and effectively.
• The Financial Academy seeks to provide a
competencies framework of financial service sector
8. Insurance Sector Competencies
• Competencies
A competency is defined as the proficiency in applying knowledge and
skills to a particular functional role in order to achieve the level of
performance required to successfully carry out the tasks and
responsibilities related to that role.
– Knowledge: The concepts, theories, specialized knowledge, and
know-how that support a competence and allow its transfer from one
context to another.
– Skill: The application of knowledge to successfully accomplish a
task.
– Proficiency: The ability to apply knowledge and skills in the
workplace to achieve the level of performance required by the role.
9. Insurance Sector Competencies levels
• Fundamental Level: Newcomers to the Insurance sector.
• Novice Level: Employees working in entry-level and
operational jobs.
• Intermediate Level: Employees participating in
decision-making in both operational and specialized functions.
• Advanced Level: Employees working in higher roles that
require general knowledge of operational and specialized functions in the
organization in addition to managing relationships with key stakeholders
and managing strategy and business planning functions.
10. Ability
Ability is an innate quality that one ‘does’ or ‘does not’
possess, ability is not something that can be learned or developed
unless it is there to begin with. Simply, abilities are the qualities
needed to perform certain behaviors and whether someone is able
or not is dependent on their pre-existing qualities. You can think
of this much like potential.
If someone has a high degree of the underlying qualities needed to give
them ability, then that ability can be translated into, and practiced as a
skill.
11. Skill
• A skill is something learned through experience. It is used to
carry out complex activities or job functions to achieve pre-
determined results. A skill is not an innate behavior and must
be developed and improved with practice. A skill can be
developed through getting specific training or learning as you
go, but always starts off as unfamiliar.
12. Knowledge
• Knowledge is the level of education, experience or training
that an individual must have at a minimum to be considered
qualified for a role. For example, some job advertisements
may state that they are willing to accept graduates for a role,
while others may state that the applicant must have 5 years of
experience in a similar role. Knowledge can be further
described as the theoretical or practical understanding of a
subject, or the ability to apply the information to different
situations.
23. Business competencies
1. Company and market knowledge
2. Understanding the customer
3. Communication skills
4. Management of information and data
5. Planning and organizing
6. People management
7. Negotiation and persuasion skills
25. INTERMEDIARY COMPETENCIES
1. The role and responsibilities of intermediaries
2. Negotiation and placement of risks
3. Intermediary operations
4. Claims handling
33. Skills & Training: Five Key Insurance Skills
1. Communication & negotiation skills
2. Problem solving & analytical abilities
3. Customer service & client relationships
4. Numerical ability
5. Teamwork
34. Insurance Underwriters
• Summary Report for:
13-2053.00 - Insurance Underwriters
Review individual applications for insurance to evaluate degree
of risk involved and determine acceptance of applications.
• Sample of reported job titles:
Account Underwriter, Automobile and Property Underwriter,
Commercial Lines Underwriter, Health Underwriter, Life Underwriter,
Personal Lines Underwriter, Underwriter, Underwriting Consultant,
Underwriting Director, Underwriting Manager
35. Tasks
• Examine documents to determine degree of risk from factors
such as applicant health, financial standing and value, and
condition of property.
• Decline excessive risks.
• Write to field representatives, medical personnel, or others to
obtain further information, quote rates, or explain company
underwriting policies.
• Evaluate possibility of losses due to catastrophe or excessive
insurance.
• Review company records to determine amount of insurance in
force on single risk or group of closely related risks.
37. Knowledge
• English Language — Knowledge of the structure and content of the
English language including the meaning and spelling of words, rules of
composition, and grammar.
• Customer and Personal Service — Knowledge of principles and
processes for providing customer and personal services. This includes
customer needs assessment, meeting quality standards for services, and
evaluation of customer satisfaction.
• Mathematics — Knowledge of arithmetic, algebra, geometry, calculus,
statistics, and their applications.
• Sales and Marketing — Knowledge of principles and methods for
showing, promoting, and selling products or services. This includes
marketing strategy and tactics, product demonstration, sales techniques,
and sales control systems.
38. Skills
• Active Listening — Giving full attention to what other people
are saying, taking time to understand the points being made,
asking questions as appropriate, and not interrupting at
inappropriate times.
• Critical Thinking — Using logic and reasoning to identify the
strengths and weaknesses of alternative solutions, conclusions
or approaches to problems.
• Reading Comprehension — Understanding written sentences
and paragraphs in work related documents.
• Writing — Communicating effectively in writing as
appropriate for the needs of the audience.
• Speaking — Talking to others to convey information
effectively.
39. Abilities
• Written Comprehension — The ability to read and
understand information and ideas presented in writing.
• Inductive Reasoning — The ability to combine pieces of
information to form general rules or conclusions (includes
finding a relationship among seemingly unrelated events).
• Written Expression — The ability to communicate
information and ideas in writing so others will understand.
• Oral Expression — The ability to communicate information
and ideas in speaking so others will understand.
• Deductive Reasoning — The ability to apply general rules to
specific problems to produce answers that make sense.
In preparing the competencies of the Insurance sector in Saudi Arabia, the Institute of Finance has identified the professional competencies required from the sector’s employees by reviewing the best practices of various international bodies in addition to involving domestic experts to determine what is appropriate for the needs of the sector. As a result, the professional standards have been set.
In preparing the competencies of the Insurance sector in Saudi Arabia, the Institute of Finance has identified the professional competencies required from the sector’s employees by reviewing the best practices of various international bodies in addition to involving domestic experts to determine what is appropriate for the needs of the sector. As a result, the professional standards have been set.