Building Employability & Career Development was a speech delivered on October 1, 2014 at The Enterprise Development Program organized by The Catholic Young Adults Association (CYAA), Our Lady Mother and Queen Catholic Church, Badore Ajah.
Building Employability & Career Development was a speech delivered on October 1, 2014 at The Enterprise Development Program organized by The Catholic Young Adults Association (CYAA), Our Lady Mother and Queen Catholic Church, Badore Ajah.
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.
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Training Slides of Competency gaps for Professional Development discussing the importance of Performance.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
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.
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.
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Training Slides of Competency gaps for Professional Development discussing the importance of Performance.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
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.
An RTO (Registered Training Organisation) providing and assessing nationally recognised training must make sure that all requirements of the Training Package are met.
Training Packages describe the required outcomes of training BUT, they do not prescribe how an individual should be trained. It is the lecturers and trainers who develop learning strategies - the "how" of training - depending on learners' needs, abilities and circumstances.
ESSAY CHOICE 1Develop a communication strategy to resolve confli.docxrusselldayna
ESSAY CHOICE 1
Develop a communication strategy to resolve conflict in the work environment.
One of the key challenges for managers is to find adaptive communication strategies that create an open, enabling work culture. Management have asked you to develop a communication strategy to improve staff morale following a meeting highlighting entrenched conflict in the workplace. Management is supportive of positive resolution and reluctant to lose staff members.
Management perceive that the conflict is the result of:
· discrimination issues due to diverse workplace
· harassment / bullying issues
· power issues.
The critical analysis of the work environment and the resultant communication strategy will demonstrate your understanding of:
· structural issues (mechanistic or organic structure or a hybrid of both)
· cultural ethos of the organisation (receptivity of management, acceptance of diversity, openness to innovation)
· characteristics of prevailing work culture of the organisation (e.g. embracive work culture and adaptivity of management)
· work relationship issues such as interpersonal and group communication
· ethical and legal best practice.
Select an organisation that you thoroughly investigated (minimum of twenty staff). This might be an organisation where you have worked. However, this organisation must be large enough and sufficiently complex to sustain a detailed analysis of these important conflict issues.
However, focus only on those elements that are most appropriate to the development of a communication strategy to improve staff morale.
At least six scholarly sources must be submitted. Referencing should be in either the Harvard or APA referencing system.
There is an excellent guide to referencing styles available through the Griffith University library website. Further guidelines and Criteria Sheet are available through the unit website.
Essays should be double spaced (or at least 1.5 minimum) using 12pt Times or the equivalent (eg. 11pt Arial) and presented as doc or docx files.
Always attach a completed Assignment Cover Sheet, available through the Assessment information on the course website.
BIZ102 Assessment 1 Brief Page 1 of 6
ASSESSMENT BRIEF
Subject Code and Title BIZ102 Understanding People and Organisations
Assessment Reflective Journal 1: Emotional Intelligence
Individual/Group Individual
Length 600 words (+/- 10%)
Learning Outcomes a) Explain the importance of self- awareness and
emotional intelligence, and analyse its impact on
professional competencies
b) Integrate strategies to effectively interact with
others in a diverse professional context
c) Identify and reflect on own strengths and their
application in the business context
d) Reflect on feedback to identify opportunities for
self-improvement and professional development
Submission By 11:55pm AEST/AEDT Sunday of module 2.2 (week 4)
Weighting 15%
Total Marks 100 marks
Context
A key to self-directed learning is r.
Scenarios of everyday life can be incorporated in training programs to bring awarness about the need to follow business ethics and make the right decisions
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. To assign the right person to the right job … … who masters the requiredskills… … in orderthatone’swork output meets the organization’sneeds for operations and sustainablegrowth Isn’titcritical ? Claude Trépanier Professional in measurement, assesssment and development of skills Extended version of a scientific communication deliveredat the 2008 Annualconference of the Canadian EducationalResearcher’s Association (http://www.csse.ca/CERA/home.htm) Copyright 2010. All rightsreserved.
2. Content Practicalproblemaddressed Study of researchproblem Selected a skills typologies Action-researchundertook Applications of skills typologies Furtherscientificresearchesrequired Conclusion References
3. 1. Practicalproblemaddressed Researchobject : Skills set of a position Problem observed: Teachers and workplace trainers cannot easily reuse job skills set, as defined by employers, to design courses aimed at developing skills in a valid and effective fashion. Drawbacks : The skillsdevelopeddon’tyield optimal correlationwithskillsexpected in the job, theydon’tyield optimal performance (effectiveness = results) and competence(efficiency = use of resources).
4. Cost of the problem “The World Bank finances about US$720 million in training every year, through both its lending projects and its in-house World Bank Institute (WBI). The evaluation found that while most of the training reviewed resulted in demonstrable participant learning, this learning frequently did not lead to real change in participants' workplace performance. Poor training outcomes most often resulted from training content that wasn't relevant to the needs and goals of the target institutions, or from the trainees' lack of incentives or resources to apply learning in their workplaces. These findings highlight how important it is for training to be embedded in broader capacity-building programs that identify and address organizational and institutional capacity constraints alongside human ones.” Source : www.worldbank.org/ieg/training, Cost = billions of dollars $wastedeachyearworldwide
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6. 2. Study of researchproblem Methodology 1. Problem observed within two Delphi sessions on ICT skills set definition www.ictc-ctic.ca. 2. Studied occupational skills Profile Models (frameworks). 3. Studied various skills typologies. 4. Draw specifications for a universal skills typology deemed universal (workplace and classroom).
7. What happened A facilitator asked experts of a workplace position (Intellectual Property Manager), to validate proposed set of accountabilities and skills, to precise them and to propose additional ones. Occupational levels Accountabilities Skills 2.1 Problemobservedwithin Delphi sessions The expert discuss until a consensus is reached
8. Observed accountabilities and skills through practical experience alone Job Intuitive observer Scope of essential accountabilities and skills for a job Accountabilities and skills which cannot be observed by practical experience alone 2.1 Problemobservedwithin Delphi sessions Job experts recalled their experience of the job activities and competencies only through their memory, hence inducing biases : interpretations, unbalanced weightings, emotive recalls, etc..
9. About the validity of the sessions It is fine for experts to recall past experiences and memories of a position to define accountabilities and skills. But : 1. How can they be confident they have covered all aspects? 2. How do they know they have not been too focused on certain aspects and omitted some? 3. Can they ensure their wording of competencies and skills can be reused by teachers in order to design courses developing and assessing exactly the competencies sought? How valid were the accountabilities and skills hence defined ? There are hence serious limitations stemming from the absence of an underlying conceptual framework in teaching and learning
10. ICTC Ancillary competencies Secondary competencies Core competencies 2.2 StudiedOccupationalSkills Profile Models (frameworks) Logical representation of factors contributing to understanding, developing and managing occupational skills. DACUM (Developing a Curriculum) Tasks, knowledge, behaviour, skills, tools and equipment Competency A Prepare meals Sub-competency A1 Buy food Sub-competency A2 Wash food Sub-competency A3 Cut food CSTD Training Competency Architecture Analyzing performance/training needs Designing training Facilitating/instructing Evaluating training Coaching the application of training
11. 2.2 StudiedOccupationalSkills Profile Models (frameworks) Findings : 1. Mainly facts, information and tasks-based. 2. Most are groupings of competencies in homogeneous categories, sometimes in a sequence of visible tasks. 3. None based on any theories (educational, organizational, psychological). 4. Equivocal relation between activity, competency and skill : « a skill is the capacity to undertake an activity ». Circular definitions. 5. Wording of skills using a language’s syntax, no framework used. How one can be sure a skill is properly worded ? 6. Non-systemic, loosely structured frameworks. 7. None enable alignement of workplace and human capital resources.
26. Characteristics sought from an ideal skills framework 1. Skills are observable and measurable behaviors; 2. Skills cover all of a person’s set of observable and measurable behaviors (including internal dimensions affecting demonstration of behaviors) 3. Grounded on an integration of theoriespertaining to personal functioning and development; 4. Skills of the same type are grouped within functions; 5. Prescribes a clear, unequivocal structure to state skills; 6. Prescribes a clear, unequivocal structure to link skills with competencies, teaching models and measurement and assessment instruments; 7. Universal uses : personal development, interpersonal relationships, teaching learning and coaching within a classroom as well in workplaces with persons of all age ranges, allowing to align personal and professional development.
32. Definition: Any learned human process deemed with a certain value acting on an object and generating a product (effect). Skill : Definition, structure and formula Structure A skill is composed of three elements: An object A process A product Formula Product (output is an observable and measurable behavior or deliverable generated by the act) Process (activities processing resources in outputs) Object (resource) Skill = + +
34. Skills : Examples I4 To solve (process) a problem (object) to generate a solution (product) A4 To organize (process) self around a value (object) in order to live by those values (product) P5 To convey a message (object)through speaking in public (process) in order to inform, entertain, convince or mobilize (product) C3 To apply (process) rules (object) in order to generate a deliverable expected by our role/position (product) S3 To help (process) customers satisfy their needs (object) in order they take decisions in their best interest (product)
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36. Measure of how well items are linked to a function Construct validity : Through structural equation modeling, confirmatory factor analysis Diverging validity : Divergence between negative and positive items (forced choice items) Predictive validity : Regression indice Internal coherence = Internal fidelity : Homogeneity of test with sub-test Theoretical validity : link between items and taxons
37.
38. integrating various skills of various functions (imaginative, affective, physical, cognitive and social);
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40. Competence formula Comp. = Σ weighted skills Comp. = (Iskill*weightI)+ (Askill * weightA) + (Pskill * weightP) + (Iskill * weightC) + (Iskill * weightS) Examples: I To know thyself (A2) in order to give a meaning to one’s life (I5) and a direction A To organize self (A4) and to explore (C4) with others means of living in harmony (S4) P To express verbally (P5) one’s emotions (A2) in order to willingly cooperate with others in solving relationship issues (S4) C To write a technical report according to industry’s guidelines (C3), which help target readers make sound decisions based on the findings (S3) S To help people (S3) find what they are looking for, through applying bureaucratic rules (C3) and showing them a hand-made picture (I3)
41. A definition of learning Learning is : A change in a person’s imaginative, affective, physical, cognitive and social functions; as aimed by the objectives (operational formulation of skills and competencies based on typologies); amplified by the teaching (application of the appropriate teaching models) and; noticed through using appropriate measurement and assessment instruments.
42. 4. Action-researchundertook Goal: To design three competency-based university courses according to the competency profiles of the sought positions : R&D Manager, IP manager, Events organizer. Methodology followed 1. Identified experts for each position. 2. Devised questionnaires to draw competency profiles for the positions. 3. Analysed results, gathered experts for a Delphi session until consensus was reached. 4. Used the skills position profiles as exit profiles in the design of three university courses. 5. Delivered the courses. 6. Measured and assessed the developed skills.
51. Tailoring of skills selected from typologies, to a role or a job Upon having identified, within the skills’typologies, the generic skills within the I, A, P, C and S functions which are deemed desirable for a particular role or job, one has to tailor them to a particular role or job. Application for a trainer’s role :
53. 3 1 2 Skills typologies Models of teaching Measurement and assessment instruments Imaginative skills Affective skills Physical skills Cognitive skills Social skills Used the skills position profiles as exit profiles in the design of three university courses
54. Delivered the courses, measured and assessed the skills Allows to grade change in skills as a scorecard in Excel Kirkpatrick’s level #2
55. 5. Applications of skills typologies Framework for any task aimed at measuring, assessing and developing any human organizational element: Personal Functioning Test Job-Person Matching Test Course design (choice of objectives, teaching models and measurement and assessment instruments) Course satisfaction assessment Competence and skills measurement and assessment Assessment of educational research Diagnostic of an organization Achitecturing information/content/template tools within organization’s databases
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58. 7. Conclusion Skills typologies are an invaluable science-basedtool, an enablingtechnology, usedat the heart of humans and organization’sfunctioning. Theyallow us to: 1) Know more precisely how we behave; 2) Significantly learn better through more adapted teaching, thus becoming empowered; 3) Assign the right person in the right job in order to deliver the expected performance, in alignment with the organizational‘s objectives.
59. 8. References BANDLER, R. GRINDER, J. (1982), Les secrets de la communication, Actualisation edh. D'HAINAUT, L. (1988), Des fins aux objectifs de l'éducation, Labor Nathan, Coll 2000. GORDON, W. J. (1987) The New Art of the Possible: The Basic Course in Synectics, Cambridge: Porpoise Books. HARROW, A. (1972), a Taxonomy of the Psychomotor Domain. McKay. KOHLBERG, L. (1969), Stage and sequence: The cognitive-developmental approach to socialization. KRATHWOHL, D.R. & al. (1964), Taxonomy of Educational Objectives. Handbook II: Affective Domain, McKay. RACINE, S., (2003), La personne synergique : théorie et applications, Ste-Foy : Septembre. RACINE, S., (1996), A dynamic and holistic model for formulating competence, choosing teaching strategies and evaluating synergic effects. In H.M. Kandarakis (Ed.) New Horizons in learning assessment: Conference Proceeding of the 21st annual meeting of the International Association for Educational Assessment. Montréal, Que: Université de Montréal). RACINE, S., (2007) Étude de validation du test de fonctionnement personnel, www.synergimax-international.com. TORRANCE, E. P. (1966), Torrance Tests of Creative Thinking. Normal Annual, Research Edition, Personnal Press.
60. About Claude Trépanier Professional services consultant in Human Capital Management, educational researcher, educational advisor, university lecturer in management and free-lance corporate trainer. Undergoing theoric and field researches along the organizational competencies development chain, from needs assessment to the assessment of competencies developed. Develops practical in-class and workplace practices and tools for the measurement, assessment and development of skills and competencies. Has delivered since 1998, more than 1 000 hours of courses with syllabus. Has developed and delivered since 2003 more than 15 competency-based courses, developed and used numerous performance assessment tools (skills assessment, teamwork’s diagnostic, project’s diagnostic, organization’s diagnostic). Electronic portfolio : http://eduportfolio.com/22421 Claude.trepanier@videotron.caPh. : 450-674-5904 (Canada)