Project launch event, 8 April 2010
Presentation by Richard Blakeley
On April 6 2010, employers with 250+ employees must observe the right: All employers from April 2011.
(1) Businesses are made up of people, and putting the right people in key roles can significantly impact a business's success or failure.
(2) Effective human resource management involves hiring skilled employees, developing cooperative relationships, motivating performance, providing training opportunities, and retaining top talent.
(3) The human resource/employment cycle includes acquiring talent through recruitment and hiring, developing skills through training, maintaining employment through contracts and standards, and eventual separation whether voluntary or involuntary.
This document discusses how to determine the evidence needed to establish competence against a unit of competency. It explains that the evidence guide, required skills and knowledge, elements and performance criteria within a unit should be examined to identify the necessary evidence. Embedded components of the unit also need to be identified. Different assessment methods like clustering competencies, questioning techniques and documentation requirements are covered.
Both the industry and academia are keen to derive synergy from their relationship; in particular in research partnership. Yet many a time they fall short in what can be achieved. We present a collaboration framework that can enhance the effectiveness.
This document provides guidance and activities for stewards preparing for a march. It aims to help stewards raise any concerns, understand their role, and discuss how to handle possible situations that may arise. Stewards break into groups to note issues for the briefing, consider transportation, cooperation, and incident response. They also review scenarios like lost children, interviews, troublemakers, delays, extremists, unsafe roads, vandalism, and emergencies, agreeing the proper actions. Finally, stewards make a checklist of outstanding questions, contacts, and tasks to complete before the event.
The document summarizes a briefing for stewards of the March for the Alternative protest march in London on March 26, 2011. It outlines the assembly location, starting time and route of the march from the Embankment to Hyde Park. It notes that senior stewards will be stationed every 100 meters along the route for assistance. It also discusses activities for stewards to share concerns and practice dealing with potential situations, and provides information on sign-in locations and communication methods for stewards on the day of the event.
The document provides information for route stewards volunteering at a march and rally event. It outlines details of the route from the Embankment to Hyde Park, instructions for route stewards to check in and receive high visibility jackets, and locations of senior stewards along the route. It describes responsibilities of route stewards to help manage supporters, not leave their posts without permission, and report any issues to senior stewards or police. It also gives guidance on handling lost children and first aid situations.
This document provides geometry warm up problems focusing on triangle sum conjecture. It reviews that triangles have three sides and three angles. It asks students to recall that the sum of the angles in a triangle is always 180 degrees from prior investigation on page 199. Students are instructed to do a paragraph proof on page 200 using this information. The document also discusses using one triangle to find a missing angle in another triangle, and emphasizes that the order of angles matters.
(1) Businesses are made up of people, and putting the right people in key roles can significantly impact a business's success or failure.
(2) Effective human resource management involves hiring skilled employees, developing cooperative relationships, motivating performance, providing training opportunities, and retaining top talent.
(3) The human resource/employment cycle includes acquiring talent through recruitment and hiring, developing skills through training, maintaining employment through contracts and standards, and eventual separation whether voluntary or involuntary.
This document discusses how to determine the evidence needed to establish competence against a unit of competency. It explains that the evidence guide, required skills and knowledge, elements and performance criteria within a unit should be examined to identify the necessary evidence. Embedded components of the unit also need to be identified. Different assessment methods like clustering competencies, questioning techniques and documentation requirements are covered.
Both the industry and academia are keen to derive synergy from their relationship; in particular in research partnership. Yet many a time they fall short in what can be achieved. We present a collaboration framework that can enhance the effectiveness.
This document provides guidance and activities for stewards preparing for a march. It aims to help stewards raise any concerns, understand their role, and discuss how to handle possible situations that may arise. Stewards break into groups to note issues for the briefing, consider transportation, cooperation, and incident response. They also review scenarios like lost children, interviews, troublemakers, delays, extremists, unsafe roads, vandalism, and emergencies, agreeing the proper actions. Finally, stewards make a checklist of outstanding questions, contacts, and tasks to complete before the event.
The document summarizes a briefing for stewards of the March for the Alternative protest march in London on March 26, 2011. It outlines the assembly location, starting time and route of the march from the Embankment to Hyde Park. It notes that senior stewards will be stationed every 100 meters along the route for assistance. It also discusses activities for stewards to share concerns and practice dealing with potential situations, and provides information on sign-in locations and communication methods for stewards on the day of the event.
The document provides information for route stewards volunteering at a march and rally event. It outlines details of the route from the Embankment to Hyde Park, instructions for route stewards to check in and receive high visibility jackets, and locations of senior stewards along the route. It describes responsibilities of route stewards to help manage supporters, not leave their posts without permission, and report any issues to senior stewards or police. It also gives guidance on handling lost children and first aid situations.
This document provides geometry warm up problems focusing on triangle sum conjecture. It reviews that triangles have three sides and three angles. It asks students to recall that the sum of the angles in a triangle is always 180 degrees from prior investigation on page 199. Students are instructed to do a paragraph proof on page 200 using this information. The document also discusses using one triangle to find a missing angle in another triangle, and emphasizes that the order of angles matters.
This document discusses various aspects of human resource management including staffing, selection, recruitment, orientation, performance appraisal, and motivation. It provides details on the selection process including job analysis, recruitment, interviews, reference checks, medical examinations, and final selection. The importance of orientation for new employees and different types of training programs like apprenticeship are described. Performance appraisal criteria and processes are outlined along with some common criticisms. The document also distinguishes between job evaluation and merit rating, and discusses various incentive schemes and leadership approaches in managing human resources.
Workshops with subject matter experts to elicit insights for the discovery phase or requirements for a new solution should follow a disciplined approach described in this slide deck.
This document discusses key aspects of personnel/human resource management in 3 sections:
1) It defines the functions of human resource management as including recruitment, selection, training, evaluation, compensation, and employee development.
2) It outlines important principles of human resource management such as matching individuals to jobs, underutilizing worker talents, and encouraging common organizational purpose.
3) It describes human resource processes like developing job descriptions, conducting performance evaluations, establishing compensation and benefits, implementing disciplinary procedures, and addressing legal protections and diversity challenges.
This document provides an overview of key topics in human resource management including human capital, recruitment and selection processes, performance appraisal, and training. It discusses defining human capital and identifying people-centered practices. The recruitment and selection process is outlined, including the PROCEED model of selection and ensuring diversity. Performance appraisals should be made legally defensible. Effective training programs are contrasted for skill and factual learning, and the role of training in preventing sexual harassment is explained.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
Human Resource Planning includes forecasting current and future HR needs through demand and supply forecasts. HR components like recruitment, selection, training, and performance appraisal should be consistent with the organization's structure and strategy. Recruitment develops applicant pools while selection determines qualifications for jobs. Training develops worker abilities and performance appraisal provides feedback to enhance performance. Pay, benefits, and labor relations are also key HR components that reward employees and manage union relationships.
1. The document discusses various topics related to training and professional development including balancing individual needs with career needs, orientation training, diversity training, team training, and moving from training to performance.
2. It provides information on scheduling learning into work and down time, different types of orientation, diversity, and team training, and the benefits of team training.
3. The document also covers challenges of training programs, uses of technology to increase productivity, training of special groups, and priorities for moving from training to performance.
Employee training and development is a function of human resource management aimed at improving individual and group performance. Training provides opportunities for employees to learn new skills and reinforce existing knowledge. The purpose of training is to make employees more productive and effective. Typical reasons for training include the need for performance improvement, professional development, succession planning, and learning new topics. Human rights legislation protects employees from discrimination in all employment practices such as hiring, promotion, wages, and harassment.
This document discusses key aspects of human resource management including planning, recruitment, selection, training, performance evaluation, compensation, and labor relations. It provides details on each of these areas and how they are interrelated. The overall purpose of human resource management is to attract, retain, and develop employees to meet organizational goals.
Human resource management involves planning, organizing, directing, and controlling activities related to attracting, developing, compensating, and retaining employees to satisfy organizational goals. Key HRM activities include recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Effective HRM requires forecasting future workforce needs through human resource planning, developing consistent HRM components, and ensuring legal compliance with labor legislation.
Making Flexible Work a Success SSA release Dec 2011Robin Mullen
This document provides an introduction to flexible work arrangements. It defines flexible work as arrangements that provide flexibility in when, where, and how work is done, including part-time work, job sharing, working from home, and various leave options. The document discusses the organizational benefits of flexible work arrangements, such as reduced turnover, lower stress, and greater productivity among employees. Flexible work can also help organizations attract and retain valuable talent by improving employer attractiveness. However, barriers to the implementation of flexible work include concerns about costs and impacts on productivity, as well as resistance from managers and coworkers.
Training Methods, Techniques & Pedagogy, Training aids & Tools, Facilities fo...Ashish Hande
The document discusses various training methods used in management training and development, including:
1. On-the-job training methods like coaching, understudy, and position rotation which involve learning tasks in the actual work environment.
2. Vestibule training which replicates the work environment in a classroom setting using similar equipment and conditions.
3. Off-the-job training methods like lectures, seminars, case studies, role playing, and simulations which take place away from the workplace using discussion-based techniques.
The document provides details on the purpose and process for each of these training methods. It emphasizes that different methods are suited to different training needs and no single method can serve all purposes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
The document discusses revising the BAR (Business Analytics and Reporting) Critical Capability within the IT-CMF (IT Capability Maturity Framework). It proposes expanding the scope of BAR to focus on driving business change and value creation rather than just measurement and reporting. This includes emphasizing benefits realization over the full lifecycle and aligning benefits to business goals and outcomes. The document also discusses research considered, the work group's process and results to date, and emerging ideas around Business Value Management.
Human Resource policies provide clear guidelines for employees and allow organizations to communicate expectations. Key aspects of HR policies include recruitment, performance management, compensation and benefits, training, and grievance resolution. When developing policies, organizations should consider current laws, collective agreements, important issues, and intended outcomes. Policies should have carefully researched language, address underlying issues, and provide comprehensive documentation. Developing strong HR policies helps curb litigation, improve communication, and save time for all involved.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Key aspects of HRM are human resource planning to forecast needs, developing consistent HRM components, selection tools and processes, training and developing employees, evaluating performance, providing pay and incentives, and managing labor relations through legislation. The goal is to attract, retain, and ensure high performance from employees to meet organizational goals.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Human resource planning forecasts current and future HR needs. Selection tools assess qualifications and various components of HRM must be consistent with the organization's strategy. Performance is evaluated and development opportunities provided to enhance employee contributions. Compensation includes pay and benefits to attract and retain high-performing employees. Labor legislation aims to protect employee rights and bargaining power.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Human resource planning forecasts current and future HR needs. Selection tools are used to determine the most qualified candidates. Training and development help employees improve current job skills and prepare for future roles. Performance appraisals evaluate employee performance to provide feedback. Compensation and benefits are used to attract and retain high-performing employees. Labor relations involve managing relationships with employee unions.
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This document contains a 7 question quiz about English for Speakers of Other Languages (ESOL). The quiz covers topics such as the difference between ESOL and English as a Foreign Language (EFL), legal entitlements to ESOL classes in Australia, active benefits under ESOL funding rules, the language family English belongs to, and core curriculum areas covered by ESOL classes. The final question asks the reader to provide a good argument for convincing someone to take an ESOL class.
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This document discusses various aspects of human resource management including staffing, selection, recruitment, orientation, performance appraisal, and motivation. It provides details on the selection process including job analysis, recruitment, interviews, reference checks, medical examinations, and final selection. The importance of orientation for new employees and different types of training programs like apprenticeship are described. Performance appraisal criteria and processes are outlined along with some common criticisms. The document also distinguishes between job evaluation and merit rating, and discusses various incentive schemes and leadership approaches in managing human resources.
Workshops with subject matter experts to elicit insights for the discovery phase or requirements for a new solution should follow a disciplined approach described in this slide deck.
This document discusses key aspects of personnel/human resource management in 3 sections:
1) It defines the functions of human resource management as including recruitment, selection, training, evaluation, compensation, and employee development.
2) It outlines important principles of human resource management such as matching individuals to jobs, underutilizing worker talents, and encouraging common organizational purpose.
3) It describes human resource processes like developing job descriptions, conducting performance evaluations, establishing compensation and benefits, implementing disciplinary procedures, and addressing legal protections and diversity challenges.
This document provides an overview of key topics in human resource management including human capital, recruitment and selection processes, performance appraisal, and training. It discusses defining human capital and identifying people-centered practices. The recruitment and selection process is outlined, including the PROCEED model of selection and ensuring diversity. Performance appraisals should be made legally defensible. Effective training programs are contrasted for skill and factual learning, and the role of training in preventing sexual harassment is explained.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
Human Resource Planning includes forecasting current and future HR needs through demand and supply forecasts. HR components like recruitment, selection, training, and performance appraisal should be consistent with the organization's structure and strategy. Recruitment develops applicant pools while selection determines qualifications for jobs. Training develops worker abilities and performance appraisal provides feedback to enhance performance. Pay, benefits, and labor relations are also key HR components that reward employees and manage union relationships.
1. The document discusses various topics related to training and professional development including balancing individual needs with career needs, orientation training, diversity training, team training, and moving from training to performance.
2. It provides information on scheduling learning into work and down time, different types of orientation, diversity, and team training, and the benefits of team training.
3. The document also covers challenges of training programs, uses of technology to increase productivity, training of special groups, and priorities for moving from training to performance.
Employee training and development is a function of human resource management aimed at improving individual and group performance. Training provides opportunities for employees to learn new skills and reinforce existing knowledge. The purpose of training is to make employees more productive and effective. Typical reasons for training include the need for performance improvement, professional development, succession planning, and learning new topics. Human rights legislation protects employees from discrimination in all employment practices such as hiring, promotion, wages, and harassment.
This document discusses key aspects of human resource management including planning, recruitment, selection, training, performance evaluation, compensation, and labor relations. It provides details on each of these areas and how they are interrelated. The overall purpose of human resource management is to attract, retain, and develop employees to meet organizational goals.
Human resource management involves planning, organizing, directing, and controlling activities related to attracting, developing, compensating, and retaining employees to satisfy organizational goals. Key HRM activities include recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Effective HRM requires forecasting future workforce needs through human resource planning, developing consistent HRM components, and ensuring legal compliance with labor legislation.
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This document provides an introduction to flexible work arrangements. It defines flexible work as arrangements that provide flexibility in when, where, and how work is done, including part-time work, job sharing, working from home, and various leave options. The document discusses the organizational benefits of flexible work arrangements, such as reduced turnover, lower stress, and greater productivity among employees. Flexible work can also help organizations attract and retain valuable talent by improving employer attractiveness. However, barriers to the implementation of flexible work include concerns about costs and impacts on productivity, as well as resistance from managers and coworkers.
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The document discusses various training methods used in management training and development, including:
1. On-the-job training methods like coaching, understudy, and position rotation which involve learning tasks in the actual work environment.
2. Vestibule training which replicates the work environment in a classroom setting using similar equipment and conditions.
3. Off-the-job training methods like lectures, seminars, case studies, role playing, and simulations which take place away from the workplace using discussion-based techniques.
The document provides details on the purpose and process for each of these training methods. It emphasizes that different methods are suited to different training needs and no single method can serve all purposes.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
The document discusses revising the BAR (Business Analytics and Reporting) Critical Capability within the IT-CMF (IT Capability Maturity Framework). It proposes expanding the scope of BAR to focus on driving business change and value creation rather than just measurement and reporting. This includes emphasizing benefits realization over the full lifecycle and aligning benefits to business goals and outcomes. The document also discusses research considered, the work group's process and results to date, and emerging ideas around Business Value Management.
Human Resource policies provide clear guidelines for employees and allow organizations to communicate expectations. Key aspects of HR policies include recruitment, performance management, compensation and benefits, training, and grievance resolution. When developing policies, organizations should consider current laws, collective agreements, important issues, and intended outcomes. Policies should have carefully researched language, address underlying issues, and provide comprehensive documentation. Developing strong HR policies helps curb litigation, improve communication, and save time for all involved.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Key aspects of HRM are human resource planning to forecast needs, developing consistent HRM components, selection tools and processes, training and developing employees, evaluating performance, providing pay and incentives, and managing labor relations through legislation. The goal is to attract, retain, and ensure high performance from employees to meet organizational goals.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Human resource planning forecasts current and future HR needs. Selection tools assess qualifications and various components of HRM must be consistent with the organization's strategy. Performance is evaluated and development opportunities provided to enhance employee contributions. Compensation includes pay and benefits to attract and retain high-performing employees. Labor legislation aims to protect employee rights and bargaining power.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, compensation and benefits, and labor relations. Human resource planning forecasts current and future HR needs. Selection tools are used to determine the most qualified candidates. Training and development help employees improve current job skills and prepare for future roles. Performance appraisals evaluate employee performance to provide feedback. Compensation and benefits are used to attract and retain high-performing employees. Labor relations involve managing relationships with employee unions.
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
1. Organised crime
Right to request time to train
Project launch event, 8 April 2010
Presentation by Richard Blakeley
2. Project Objectives
• Promote awareness and confidence in exercising
the right
• Develop a research agenda around the impact of
the right
• Integrate knowledge of exercising the right in to
representative training
• Make the links and support the development of the
organising and collective bargaining agenda
around learning
unionlearn presentation 1
3. Project Activities
• “Right to training is on the right track” which
includes TUC Polling and an analysis of LFS data
• Website resources and guidance for ULRs
• Case studies and research phase: we want to
know reps’s experience of the right being
exercised
• Representative training modules
unionlearn presentation 2
4. ULR Guidance Structure
• Summary of the right in operation
• Checklist for employer policies
• Flowchart: how the procedure works
• Key issues for reps:
- Guiding and supporting members
- Convincing employers
- Opportunities for collective request, agreement and
consultation with members
- Pursuing equalities
unionlearn presentation 3
5. Legislation
• On April 6 2010, employers with 250+ employees
must observe the right: All employers from April
2011
• Eligibility for all employees with minimum 26
weeks service with exemption of
- Under 18s
- Apprentices
- Agency workers
unionlearn presentation 4
6. Legislation (2)
• Model based upon the right to request flexible
working
• Its not meant to replace good training review
systems or consultation arrangements already in
place (though their presence does not prohibit
exercise of the right)
• Exercise the right by use of HR procedures where
developed or using the guidance and templates
developed by BIS
unionlearn presentation 5
7. Legislation (2) continued…
• Request should
• relate to the “job, workplace or business”
• and contribute to personal productivity and business
improvement
• The guidance is not specific about
• the method of delivery
• the educational level
• it is possible to make a request that covers several training
opportunities at once
unionlearn presentation 6
8. Legislation (3)
• The employer must give formal consideration by
• accepting
• Making an alternative suggestion
• Refusing (prescribed list of “business reasons”)
• Right of appeal
• The employer is encouraged but not required to pay
for the time or the training costs
• A request can only be made once a year
– Aborted requests can still disqualify another request within the
year
unionlearn presentation 7
9. “Business reasons for refusal”
• The proposed study or training would not improve
the employee’s effectiveness in your business;
• The proposed study or training would not improve
the performance of the business;
• The burden of additional costs;
• Detrimental effect on ability to meet customer
demand;
• Inability to reorganize work among existing staff;
…
unionlearn presentation 8
10. “Business reasons for refusal”…
• Inability to recruit additional staff;
• Detrimental impact on quality;
• Detrimental impact on performance;
• Insufficiency of work during the periods the
employee proposes to work;
• Planned structural changes
unionlearn presentation 9