• Analyzed internal and external internship documents, creating a standardized internship program proposal to attract, engage and develop a pipeline of best-in-class talent.
This document provides information about Liaquat National Hospital and South City Hospital in Karachi, Pakistan. It discusses the history and facilities of both hospitals. Liaquat National Hospital was established in 1958 and has 700 beds across 32 specialties. South City Hospital was established in 2006 in response to another hospital being demolished, and it houses 124 beds across various departments like operating theaters and intensive care units. The document also discusses recruitment, selection, training and performance management processes at the two hospitals.
Performance appraisal as the basis of determining training needsadhikakatiyar
Performance appraisals are used to identify individual training needs by assessing whether employees have the required knowledge, skills, and abilities to perform their work properly. A needs assessment identifies performance gaps between the required and actual performance levels. There are several techniques for analyzing the organization, jobs, and individuals to determine the sources of performance gaps and whether they result from a lack of knowledge, skills, or abilities that could be addressed through training. The output of a training needs assessment identifies both training needs to address performance gaps caused by deficiencies, as well as non-training needs caused by other issues like policies, processes, or motivation.
This document provides an overview of modern recruitment methods used by Bharat Heavy Electricals Limited (BHEL). It discusses both internal recruitment sources like promotions and referrals, as well as external sources such as employment agencies, educational institutions, job fairs, digital platforms, and consultants. The case study then focuses specifically on the recruitment methods used by BHEL, including utilizing internal sources before exploring options like consultants, vocational schools, applications from casual or walk-in candidates, and coordinating with trade unions.
Sobha Developers Ltd is a leading real estate developer in South India with over 20 billion rupees in revenue. It has a unique backward integrated model where it manufactures building materials in-house. The company has a strong track record of growth and profitability over the past 15 years. It employs over 3000 people across various functions and provides training and career growth opportunities. Current job openings include various engineering and management roles across India.
In this presentation, we as students of BIMTECH had chosen our campus Mess for the department under study where TNA was conducted and certain training programs were identified for the employees. The whole process of TNA has been discussed.
This document discusses key performance indicators (KPIs) for operations executives. It provides examples of KPIs, steps for creating an operations executive KPI system, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, performance appraisal forms, review methods and phrases to help evaluate an operations executive's performance.
The document discusses a project investigating staff engagement, satisfaction, and motivation at an Australian insurance company. It provides context on the company, which was family owned but taken over and underwent management changes. The methodology involved qualitative interviews to explore these factors and their effect on performance. Findings showed engagement increased through improved communication and recognition programs. Motivation benefited from improved teamwork and goal setting. Satisfaction levels rose regarding remuneration but fell for work hours. Performance was most influenced by organizational structure. Recommendations focus on strengthening teams, developing skills, managing expectations, and maintaining work-life balance.
Shree Cement is an Indian cement manufacturer founded in 1979 in Rajasthan. It has expanded to several locations in northern India and produces cement and power. The document provides details on Shree Cement's plant locations, products, mission, strategies, organizational structure, SWOT analysis, key responsibilities, department functions, HR practices, procurement processes, finance systems, and advantages and disadvantages of its organizational structure.
This document provides information about Liaquat National Hospital and South City Hospital in Karachi, Pakistan. It discusses the history and facilities of both hospitals. Liaquat National Hospital was established in 1958 and has 700 beds across 32 specialties. South City Hospital was established in 2006 in response to another hospital being demolished, and it houses 124 beds across various departments like operating theaters and intensive care units. The document also discusses recruitment, selection, training and performance management processes at the two hospitals.
Performance appraisal as the basis of determining training needsadhikakatiyar
Performance appraisals are used to identify individual training needs by assessing whether employees have the required knowledge, skills, and abilities to perform their work properly. A needs assessment identifies performance gaps between the required and actual performance levels. There are several techniques for analyzing the organization, jobs, and individuals to determine the sources of performance gaps and whether they result from a lack of knowledge, skills, or abilities that could be addressed through training. The output of a training needs assessment identifies both training needs to address performance gaps caused by deficiencies, as well as non-training needs caused by other issues like policies, processes, or motivation.
This document provides an overview of modern recruitment methods used by Bharat Heavy Electricals Limited (BHEL). It discusses both internal recruitment sources like promotions and referrals, as well as external sources such as employment agencies, educational institutions, job fairs, digital platforms, and consultants. The case study then focuses specifically on the recruitment methods used by BHEL, including utilizing internal sources before exploring options like consultants, vocational schools, applications from casual or walk-in candidates, and coordinating with trade unions.
Sobha Developers Ltd is a leading real estate developer in South India with over 20 billion rupees in revenue. It has a unique backward integrated model where it manufactures building materials in-house. The company has a strong track record of growth and profitability over the past 15 years. It employs over 3000 people across various functions and provides training and career growth opportunities. Current job openings include various engineering and management roles across India.
In this presentation, we as students of BIMTECH had chosen our campus Mess for the department under study where TNA was conducted and certain training programs were identified for the employees. The whole process of TNA has been discussed.
This document discusses key performance indicators (KPIs) for operations executives. It provides examples of KPIs, steps for creating an operations executive KPI system, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, performance appraisal forms, review methods and phrases to help evaluate an operations executive's performance.
The document discusses a project investigating staff engagement, satisfaction, and motivation at an Australian insurance company. It provides context on the company, which was family owned but taken over and underwent management changes. The methodology involved qualitative interviews to explore these factors and their effect on performance. Findings showed engagement increased through improved communication and recognition programs. Motivation benefited from improved teamwork and goal setting. Satisfaction levels rose regarding remuneration but fell for work hours. Performance was most influenced by organizational structure. Recommendations focus on strengthening teams, developing skills, managing expectations, and maintaining work-life balance.
Shree Cement is an Indian cement manufacturer founded in 1979 in Rajasthan. It has expanded to several locations in northern India and produces cement and power. The document provides details on Shree Cement's plant locations, products, mission, strategies, organizational structure, SWOT analysis, key responsibilities, department functions, HR practices, procurement processes, finance systems, and advantages and disadvantages of its organizational structure.
Engineering Job Analysis, Description & Specification IHenry John Nueva
This document provides an introduction to engineering job analysis. It discusses the importance of understanding job requirements and duties for functions like recruitment, performance reviews, and legal defense. The document then defines job analysis as the process of studying jobs to gather information about responsibilities, requirements, and work conditions. It discusses how job analysis is used for organizational planning, recruitment and selection, training and development, wage and salary administration, performance appraisal, and health and safety. The document provides models of historical job analysis and details the primary uses of job analysis in organizations.
This document summarizes training and development practices at Infosys. It discusses that Infosys provides various types of training to employees, including induction training, job training, and promotional training. For fresh graduates, Infosys uses a 6-month foundation program at its Mysore facility to train over 4,000 employees. Infosys also has its Leadership Institute in Karnataka that provides training to help employees advance to larger roles. Infosys places great importance on training and developing its over 160,000 employees worldwide.
This document discusses the process of conducting a training needs assessment. It begins by explaining that a needs assessment is the first step in designing an effective training program and involves analyzing the organization, jobs, skills, and individual employees. The document then describes the three levels of needs assessment: organizational analysis, task analysis, and individual analysis. It provides examples of sources to use at each level, such as reviewing goals and strategies, job descriptions, performance reviews, and interviews. Finally, the document states that prioritizing needs allows the training manager to set objectives and design the appropriate training program to address performance gaps.
Defining a Compensation Structure for the Dairy WorkforceDAIReXNET
In this presentation, Felix Soriano of APN Consulting leads us through important aspects of a compensation package, including indirect pay and tips for bonuses.
You can find the full presentation on Youtube at: https://www.youtube.com/watch?v=lKyiov1DSbk
This document discusses key performance indicators (KPIs) for an HR assistant position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, ensuring they are linked to strategy and provide answers to important questions. It also lists different types of KPIs and provides resources for additional KPI materials.
Selection Process Of Apparel Promoters LtdAriful Saimon
Internship Report
On
Selection Process
Of
Apparel Promoters Ltd
(This Internship Report is submitted for the Partial fulfillment of MBA, Human Resource Management).
Prepared By:
Name: Abdullah Al Sayed
ID 150-222-080-2304
Major: HRM
Section : B
Faculty of Business Studies
Premier University, Chittagong.
Date of Submission:
Roe of oranisational structure and process in performance managementRajib jena
This document discusses organizational structure, processes, and their impact on organizational performance. It begins by defining organizational structure and processes, and how they are important for strategy implementation and goal achievement. It then explores different types of organizational structures like functional, divisional and adaptive structures. It also discusses various organizational processes and how performance management requires understanding an organization's specific configuration of strategy, structure and processes. A key point is that performance metrics and appraisals need to properly reflect roles and responsibilities as defined by an organization's structure and processes in order to effectively evaluate performance.
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEDr. John Sullivan
The document provides an overview of talent management best practices from top Silicon Valley companies like Google, Facebook, and Apple. It discusses their focus on productivity, recruiting top performers, prioritizing high-impact programs, making data-driven decisions, improving internal movement, and retention. Specific practices highlighted include providing outstanding benefits, physical workspaces that enhance collaboration, measuring employee output in relation to business metrics, experimenting with people analytics, and developing internal talent through mobility programs.
Pepsico is a global food and beverage company that operates in nearly 200 countries. It identifies high potential employees and assesses their skills and competencies to prepare them for leadership roles within the organization. Pepsico provides training programs like executive education to help candidates develop necessary skills. However, Pepsico could improve return on investment in executive development and better adapt strategies and personnel to changing market conditions. Implementing suggestions around focusing investments and adapting to new technologies and roles could increase Pepsico's effectiveness.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Human Resources Life Cycle PowerPoint Presentation Slides SlideTeam
Assure you better assimilation with our human resources life cycle PowerPoint presentation slides. Our human resources life cycle PPT templates have been designed to explain the key roles and responsibilities of the team members in a creative way. This PPT layout enables the primary functions of human resources management such as hiring people, training them, motivation and many more things. These slides showcase the scheme and strategies to hire perfect people for the job and retain the best talent. With a variety of visuals and images, you can create more engaging and tempting PPT for your audience. This helps you to boost the team spirit and morale of your employees which makes an improvement in their performance. Besides that, these ready-made and pre-formatted human resources life cycle PPT templates are completely customizable. This enables you to create the PPT slideshows as per your business needs. Download these human resources life cycle PPT examples to attract your audience. Customers burgeon with our Human Resources Life Cycle Powerpoint Presentation Slides. They will flock to you from all directions.
A brief overview on the Action Learning Construct. Prepared for my MA program in Industrial Psychology at the Chicago School of Professional Psychology.
ACRE Consulting recommends revising Tanglewood's interview protocol for hiring department managers. Currently, Tanglewood uses an experience check, education check, Marshfield Applicant Exam, and Retail Knowledge Test to assess candidates, but these do not adequately measure the key skills and abilities needed for the department manager role. ACRE proposes a multi-step selection process including resume screening, reference checks, customer service and personality exams, and a structured behavioral interview. The structured interview would assess candidates' communication, decision-making, problem-solving, and other skills through situational and behavioral questions. ACRE developed sample interview questions and scoring rubrics to measure performance in key areas. Based on pilot interviews, some questions were revised
Tanglewood Stores was founded in 1975 and has grown to 243 stores across the US. It focuses on quality merchandise and good customer service. As it looks to expand, it wants to centralize and improve its staffing strategy and human resource practices, which currently differ across its 20 regions. Key recommendations include acquiring talent for new stores but developing talent internally, focusing on a core workforce to maintain culture, and prioritizing retaining rather than hiring employees. Staff should demonstrate a general rather than specific set of skills and have exceptional rather than acceptable quality to support Tanglewood's values of valuing employees.
WillStaff implemented an on-site staffing program for Pactiv Corporation within six weeks across 13 locations that improved workforce efficiency. Key results included an accurate invoicing process, thorough on-site inspections and job analysis, hiring of local on-site management teams, reduced contingent staffing turnover, and time to fill positions of less than 24 hours.
Staffing involves creating a pool of applicants and selecting the right person for the job to increase organizational effectiveness. The key steps are: manpower planning, recruitment, selection, orientation, training, remuneration, performance evaluation, and promotion. Staffing problems can arise from not having enough or too many employees, and issues with the talent pool, applicant dishonesty, and competitive rates. Temp agencies must maintain a large talent pool, understand client staffing needs, confirm candidate skills, and negotiate fees to retain long-term client relationships. Hiring temps can help maintain staff morale during fluctuations or increased workloads, and allows testing candidates before permanent hiring.
I. The department manager of Christian Corporation called a meeting with section heads to discuss the poor quality of 20 supervisors reporting to them.
II. During the meeting, the section heads provided different views on what criteria should be used to select new supervisors, such as technical competence, seniority, ability to get along with others and potential for promotion.
III. The department manager was frustrated by the company's 40% failure rate in selecting effective supervisors and sought the section heads' advice on improving the selection process.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
Engineering Job Analysis, Description & Specification IHenry John Nueva
This document provides an introduction to engineering job analysis. It discusses the importance of understanding job requirements and duties for functions like recruitment, performance reviews, and legal defense. The document then defines job analysis as the process of studying jobs to gather information about responsibilities, requirements, and work conditions. It discusses how job analysis is used for organizational planning, recruitment and selection, training and development, wage and salary administration, performance appraisal, and health and safety. The document provides models of historical job analysis and details the primary uses of job analysis in organizations.
This document summarizes training and development practices at Infosys. It discusses that Infosys provides various types of training to employees, including induction training, job training, and promotional training. For fresh graduates, Infosys uses a 6-month foundation program at its Mysore facility to train over 4,000 employees. Infosys also has its Leadership Institute in Karnataka that provides training to help employees advance to larger roles. Infosys places great importance on training and developing its over 160,000 employees worldwide.
This document discusses the process of conducting a training needs assessment. It begins by explaining that a needs assessment is the first step in designing an effective training program and involves analyzing the organization, jobs, skills, and individual employees. The document then describes the three levels of needs assessment: organizational analysis, task analysis, and individual analysis. It provides examples of sources to use at each level, such as reviewing goals and strategies, job descriptions, performance reviews, and interviews. Finally, the document states that prioritizing needs allows the training manager to set objectives and design the appropriate training program to address performance gaps.
Defining a Compensation Structure for the Dairy WorkforceDAIReXNET
In this presentation, Felix Soriano of APN Consulting leads us through important aspects of a compensation package, including indirect pay and tips for bonuses.
You can find the full presentation on Youtube at: https://www.youtube.com/watch?v=lKyiov1DSbk
This document discusses key performance indicators (KPIs) for an HR assistant position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, ensuring they are linked to strategy and provide answers to important questions. It also lists different types of KPIs and provides resources for additional KPI materials.
Selection Process Of Apparel Promoters LtdAriful Saimon
Internship Report
On
Selection Process
Of
Apparel Promoters Ltd
(This Internship Report is submitted for the Partial fulfillment of MBA, Human Resource Management).
Prepared By:
Name: Abdullah Al Sayed
ID 150-222-080-2304
Major: HRM
Section : B
Faculty of Business Studies
Premier University, Chittagong.
Date of Submission:
Roe of oranisational structure and process in performance managementRajib jena
This document discusses organizational structure, processes, and their impact on organizational performance. It begins by defining organizational structure and processes, and how they are important for strategy implementation and goal achievement. It then explores different types of organizational structures like functional, divisional and adaptive structures. It also discusses various organizational processes and how performance management requires understanding an organization's specific configuration of strategy, structure and processes. A key point is that performance metrics and appraisals need to properly reflect roles and responsibilities as defined by an organization's structure and processes in order to effectively evaluate performance.
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEDr. John Sullivan
The document provides an overview of talent management best practices from top Silicon Valley companies like Google, Facebook, and Apple. It discusses their focus on productivity, recruiting top performers, prioritizing high-impact programs, making data-driven decisions, improving internal movement, and retention. Specific practices highlighted include providing outstanding benefits, physical workspaces that enhance collaboration, measuring employee output in relation to business metrics, experimenting with people analytics, and developing internal talent through mobility programs.
Pepsico is a global food and beverage company that operates in nearly 200 countries. It identifies high potential employees and assesses their skills and competencies to prepare them for leadership roles within the organization. Pepsico provides training programs like executive education to help candidates develop necessary skills. However, Pepsico could improve return on investment in executive development and better adapt strategies and personnel to changing market conditions. Implementing suggestions around focusing investments and adapting to new technologies and roles could increase Pepsico's effectiveness.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Human Resources Life Cycle PowerPoint Presentation Slides SlideTeam
Assure you better assimilation with our human resources life cycle PowerPoint presentation slides. Our human resources life cycle PPT templates have been designed to explain the key roles and responsibilities of the team members in a creative way. This PPT layout enables the primary functions of human resources management such as hiring people, training them, motivation and many more things. These slides showcase the scheme and strategies to hire perfect people for the job and retain the best talent. With a variety of visuals and images, you can create more engaging and tempting PPT for your audience. This helps you to boost the team spirit and morale of your employees which makes an improvement in their performance. Besides that, these ready-made and pre-formatted human resources life cycle PPT templates are completely customizable. This enables you to create the PPT slideshows as per your business needs. Download these human resources life cycle PPT examples to attract your audience. Customers burgeon with our Human Resources Life Cycle Powerpoint Presentation Slides. They will flock to you from all directions.
A brief overview on the Action Learning Construct. Prepared for my MA program in Industrial Psychology at the Chicago School of Professional Psychology.
ACRE Consulting recommends revising Tanglewood's interview protocol for hiring department managers. Currently, Tanglewood uses an experience check, education check, Marshfield Applicant Exam, and Retail Knowledge Test to assess candidates, but these do not adequately measure the key skills and abilities needed for the department manager role. ACRE proposes a multi-step selection process including resume screening, reference checks, customer service and personality exams, and a structured behavioral interview. The structured interview would assess candidates' communication, decision-making, problem-solving, and other skills through situational and behavioral questions. ACRE developed sample interview questions and scoring rubrics to measure performance in key areas. Based on pilot interviews, some questions were revised
Tanglewood Stores was founded in 1975 and has grown to 243 stores across the US. It focuses on quality merchandise and good customer service. As it looks to expand, it wants to centralize and improve its staffing strategy and human resource practices, which currently differ across its 20 regions. Key recommendations include acquiring talent for new stores but developing talent internally, focusing on a core workforce to maintain culture, and prioritizing retaining rather than hiring employees. Staff should demonstrate a general rather than specific set of skills and have exceptional rather than acceptable quality to support Tanglewood's values of valuing employees.
WillStaff implemented an on-site staffing program for Pactiv Corporation within six weeks across 13 locations that improved workforce efficiency. Key results included an accurate invoicing process, thorough on-site inspections and job analysis, hiring of local on-site management teams, reduced contingent staffing turnover, and time to fill positions of less than 24 hours.
Staffing involves creating a pool of applicants and selecting the right person for the job to increase organizational effectiveness. The key steps are: manpower planning, recruitment, selection, orientation, training, remuneration, performance evaluation, and promotion. Staffing problems can arise from not having enough or too many employees, and issues with the talent pool, applicant dishonesty, and competitive rates. Temp agencies must maintain a large talent pool, understand client staffing needs, confirm candidate skills, and negotiate fees to retain long-term client relationships. Hiring temps can help maintain staff morale during fluctuations or increased workloads, and allows testing candidates before permanent hiring.
I. The department manager of Christian Corporation called a meeting with section heads to discuss the poor quality of 20 supervisors reporting to them.
II. During the meeting, the section heads provided different views on what criteria should be used to select new supervisors, such as technical competence, seniority, ability to get along with others and potential for promotion.
III. The department manager was frustrated by the company's 40% failure rate in selecting effective supervisors and sought the section heads' advice on improving the selection process.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
How to gather the right evidence to demonstrate the business value of learningDr. Regis P. Chasse, MBA
For many years, we could proudly report the cost of learning (cost per learning hour, the ratio of L&D professionals per 1000-employee, or how many people our high-priority programs reached); however, it was very difficult to demonstrate the actual value of learning to the business.
After years of focused efforts, we now use a pragmatic and cost-effective approach to measure the business impact of learning. This document covers:
• The pillars of our effectiveness evaluation framework
• Moving the conversation with stakeholders from cost to value
• Developing a pragmatic measurement approach for a learning program: challenges to expect and goals to set
Revti Aurora Sengupta has over 6 years of experience in human resources with a focus on talent management, organizational development, training and development, and employee engagement. She is currently the Manager of Global Talent Management and Organizational Development at AGC Networks, where she has designed and implemented their global talent management framework, performance management system, and culture development initiatives. Previously she held HR roles at Smart Analyst India and Infosys Technologies, where she led training programs, employee engagement efforts, and HR processes.
The 2012 Make-It-Work Program was a partnership between Fairfax County, Virginia and Fairfax County Public Schools that provided paid internships to 10 high school students with disabilities. The program aimed to help students develop job skills and gain work experience to increase their competitiveness in the job market. Students gained skills in areas like communication, computer use, and time management through completing tasks like data entry, filing, and receptionist duties in various county agencies. Both students and employers benefited from the program through real-world work experience and skills development. Lessons learned will help strengthen and expand the program in the future.
The document discusses outcome-based education (OBE) and continuous quality improvement (CQI). It defines OBE as focusing on student learning outcomes by stating expected learning outcomes, providing learning activities to achieve them, and assessing student achievement. The document also discusses issues in higher education that OBE addresses, the characteristics of OBE curricula including program objectives and outcomes, implementation of OBE programs, and assessment tools and how they feed into CQI.
Come hear how one school has used a schoolwide data management system to track
and grow student success and create a rigorous learning environment. Participants will
be able to see how key elements of personalization—limited size, teacher teamwork,
ConnectEDU tools, rigor and career, and college and civic preparation—come together to
provide the structure needed for success in this New York-based AOF program.
This document provides employers with guidance and resources for developing internship programs. It discusses key aspects of internships including what they are, their importance, legal issues, and how to structure an effective program. The main points covered are:
- Internships can be unpaid learning experiences for students or paid employment opportunities depending on the structure. They typically last 3-9 months.
- Developing an internship program is a 5-step process: setting goals and policies; writing position descriptions; recruiting qualified candidates; managing interns; and conducting evaluations and follow-up.
- Legal requirements for unpaid interns include educational training components and ensuring interns do not replace regular employees. Paid interns are subject to
D6 e6 outcome based measurement from theory to implementationocasiconference
The document outlines an agenda for a workshop on outcome-based measurement. The workshop objectives are to examine developing and implementing outcome-based measurement, reflect on embedding theory of change in program planning, and explore how measurement can build an evaluative culture. The agenda includes presentations on measurement, theory of change, and building culture. It also has group discussions on these topics. Measurement is defined as collecting regular data on outputs and outcomes, while evaluation establishes causal relationships through research methods. Key questions for different levels of measurement are provided.
This document provides an overview of the Chartered Institute of Personnel and Development's Foundation Diploma in HR and Learning & Development programs. It discusses the value of the qualifications, the benefits for students and organizations, and Oakwood International's experience in successfully delivering the programs. The content includes program objectives, modules, assignments, and Oakwood's commitment to helping all students pass the programs.
This document outlines a campus engagement and recruitment program with the goals of creating a future talent pipeline, promoting the company brand to students, and developing campus partnerships aligned with business needs. It discusses leveraging campus programs, student engagement activities, a campus hire trainee structure, recruitment planning, and onboarding/assimilation programs. The key aspects include ongoing campus engagement through various initiatives, a multi-phase connectivity framework, utilizing technology and social media, assessing talent needs, implementing hiring and training plans, and facilitating new employee assimilation. The overall aim is to recruit and develop industry-ready graduates while benchmarking and refining the program outcomes over time.
The document discusses career development benchmarks for tertiary education. It describes the development process for the Career Development Benchmarks-Tertiary in New Zealand, which involved establishing a working team, reviewing literature, field testing a draft, conducting surveys, and receiving peer review feedback. The benchmarks are intended as a self-review tool and guide to improve practice rather than evaluative standards. They focus on student engagement, employer/industry engagement, and organization engagement. The document also discusses using action research to develop a strategic career plan at one university, involving a career practitioner, two academics, meetings, and planning-action-reflection cycles to understand opportunities to maximize employer engagement and better integrate career services.
Some people are lucky to have good jobs straight out of college and some are not! Are you and / or your loved ones that Lucky?
As Malcolm Gladwell would say Luck = Opportunity + Preparation. Here is something that gives you both.
The document describes Core Business School, which offers a post graduate diploma in management. It provides more flexibility than traditional programs and focuses on developing practical skills to improve employability. The school emphasizes entrepreneurship, problem solving, communication skills, and learning through internships and projects. It introduces an employability index to continuously evaluate students. The summary highlights the school's focus on practical skills and improving job prospects for its students graduating in 2015.
The document discusses developing learning outcomes for outcome-based education. It emphasizes that learning outcomes should be specific, measurable, achievable, relevant and timed. Learning outcomes can be defined at different levels, including program objectives, program outcomes, course outcomes and weekly outcomes. Developing learning outcomes involves mapping them to learning activities and assessing their achievement. Stakeholders such as students, academics and employers should be involved in preparing learning outcomes. Periodic review and improvement of learning outcomes is also discussed.
Outcome-based education (OBE) is an educational theory that bases each part of an educational system around goals (outcomes). By the end of the educational experience, each student should have achieved the goal.
Curriculum Planning for Apprenticeship ProvidersCapellaSystems
The planed OfSTED Inspection Framework 2019 has seen a major change for apprenticeship providers as they will now need to develop apprenticeship curriculum plans. https://stedfast.io is a quality assurance system for education and training providers that now has a curriculum planning tool to support this challenge.
This is an introduction to the Enhancing College Career Community Options Curriculum that NAF is developing in partnership with ConnectED and MDrC. An introduction to the curriculum, its assignments and assets will be discussed and demonstrated.
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Similar to Standardised internship program deck (2) (20)
2. Agenda
Objectives
Current State and Proposed Future State
Internal Analysis and Market Research
Understanding the “Millennial” Generation
Proposed Internship Programme and Set-up
Benefits of the Proposed Programme
Internship Programme Evolution
Projected Programme Cost and Return on Investment
Resource Requirements for Execution
Phases
Measuring Success
Next Steps – For Review
Appendix
Resources and Tools
Stakeholders
3. Objectives
• Company Objectives
To provide students exposure to Kerry as potential employer of choice
To provide Kerry a pipeline of future talent that has already been exposed to
the Kerry organization and culture
To make the internship experience successful so interns share their
experiences with others; increasing brand awareness on campuses
To get support needed for project based work at reduced cost, as an
alternative to hiring full-time or temporary employees that would require
additional expenses
• Objectives for Students
To provide students with work experience in a global business environment
To provide students with functional development that is relevant to their field
of study
To provide students an opportunity to gain insight if a career in this industry
is the right choice for them
To provide students with opportunities to develop contacts and professional
references within the industry
4. Current State and Proposed Future State
Current State Future State
•Lack of a standardised internship programme •A robust and consistent internship programme
– No specific start dates and outcomes – Timeline of phases that should be completed
– Inconsistency in programme objectives during the year
– Intern activates/events are not – Specific company and student objectives
coordinated; managers providing – Single point of contact (SPOC) that
segmented learning opportunities for coordinates activities/events for interns
interns – Clear and cohesive onboarding objectives
– Inconsistency in onboarding programmes and processes so interns feel valued and
and procedures welcomed at Kerry
– Does not allow interns an opportunity to – Structured networking opportunities to grow
network with other interns interns professional network
•Lack of a standardised development and •Structured development opportunities and
evaluation of interns assessment of interns performance
– Not providing opportunities for interns to – Provide learning sessions for functional-
learn business skills based business skills
– Not evaluating interns consistently to – Consistently evaluating interns to identify
study effectiveness of the programme and areas of proficiency and improvement while
the development of the intern learning the effectiveness of the programme
•Poor branding efforts that leads Kerry to not •Consistent branding that attracts best-in-class
attract suitable interns interns to Kerry
•Provide interns with an exceptional internship
programme who then share their experiences on
campuses
5. Internal Analysis and Market Research
• Reviewed previous Kerry internship documents
• Intern focus group with 7 early career professionals at Kerry
– Internship survey feedback data, 2011
• External benchmarking and best practices
– Leading and Managing Early Career Professionals: Millennials
– Best Practice Report, November 2010
– Internship Development Manual: Indiana Internship Employment Guide
– Recruitment Internship Programme Reports on Kellogg’s and General Mills
– Bloomberg, Business Week, Deltaskymag.com, On Staffing, SHRM, The
2020 Workplace and National Associate of Colleges and Employers (NACE)
– Interviewed key contacts at Thrivent Financial for Lutherans and CUNA
Mutual that have experience building an internship programme
6. Understanding the “Millennial” Generation
“Millennials” (AKA Generation Y, Generation Next, Generation Net, Echo Boomers)
– Born between 1977 to 1997; 76 million members and growing
– Currently represent 22 percent of all workers, by 2014 they will make up 47
percent of the workforce.* - Future landscape of the workforce
– Known to be creative, energetic, innovative and excited by change
Characteristics of Millennials
– Collaborate: Understand the importance of working in teams and will bring
these values into their work place
– Volunteer: Enhanced focus on volunteerism and believe in a culture of giving
back
– Development: Thrive on being challenged and having autonomy
• 19 percent of Millennials in America said they don’t get much feedback at all
in their positions, compared to 10 percent in China, 20 percent in India and
37 percent of Millennials in Europe**
– Contribute: Believe in expressing their passions and doing meaningful work
– Network: Want to be part of a community at work not only to socialize, but
also to help each other out
*The 2020 Workplace; **Deltaskymag.com
7. Proposed Internship Programme
– Robust and standardised programme
– Marketed consistently at local campuses to attract the best-in-class talent
– Clear objectives and well defined outcomes to enhance intern experience and
gain more out of the programme, that is inline with industry best practices
– Equips interns with the necessary resources, policies and practices to become
productive quickly
– Efficient selection process to ensure consistency
– Leverages Millennial's characteristics to keep them engaged
– Consistent onboarding so interns feel valued and welcomed at Kerry and ensure
that they become potential talent for future full-time roles
8. Proposed Internship Programme Cycle
(Early January)
1
6 2
(June to August) (Early February)
Campus
Advertising
(Year Round)
5 3
4
(1st Week of June) (February/March)
(March to Early April)
9. Internship Programme Set Up
Year-round branding and recruiting activities
•Identify campuses with appropriate programmes and gather information
– Academic majors offered aligns with Kerry needs
– Perceived quality of the programmes in line with Kerry’s goals
– Past internship placements in the industry
•Establish relationships with Campus Relations and/or Career Guidance
Counselor(s)
•Career fairs
– Display flyer/video with testimonials of previous interns’ experiences
– Provide internship programme information
– Call to action items – application on career-site
•Company preview session
– Presentation on company history, mission, values, locations, core values and intern
expectations to establish the Kerry brand and pitch Kerry as an Employer of Choice
•Campus interview sessions
– Find best-in-class interns to move forward in selection process
•Final on-site interviews and open house
•Fill available internship needs
10. Benefits of the Proposed Programme
• Provides the most efficient and cost-effective way of creating a pipeline of
talent for early career roles
• Interns can bring a wealth of fresh ideas and perspectives to our business
• Companies that hire interns early are able to keep them interested in full-time
employment once they graduate
– After one year on the job, hires drawn from an employer’s own internship programme were
retained at a rate of 75.8 percent. By contrast, 60.7 percent of hires that came on board without
the employer’s internship experience were still with the company after one year.
• A well-designed internship programme ensures interns understand the
objectives and benefits of the programme
• Continuous flow of fresh talent can be extremely helpful in increasing the
diversity of thought within an organization
*National Associate of Colleges and Employers (NACE)
11. Internship Programme Evolution
Year 1 provides the framing for the internship programme and the
years succeeding would include additional initiatives to build up Year 3 (2014)
the programme.
Year 2 (2013) Recruitment
New to programme •Career Fairs
•Company Preview
Recruitment Session
Campus
Year 1 (2012) •Career Fairs •Kerry Campus
•Company Preview Ambassador
Session Programme
Recruitment •Kerry Campus
•Career Fairs •Social Media
Ambassador Presence
•Company Preview
Programme Intern Selection
Session
Intern Selection •Campus
Intern Selection •Campus
•Campus Interviews
Interviews •On-Site Intern
Interviews •On-Site Intern
•On-Site Interview Open House
Open House Onboarding
with intern
Onboarding •Orientation
presentation •Orientation
Onboarding Intern Events
Intern Events •Social Events
•Orientation
•Social Events
Full Developed Internship Programme by Year 3
12. Projected Programme Cost
Compensation Per Intern
Cost Per Hour 3 Months 4 Months 6 Months 12 Months
$12.00 $5,419.44 $7,243.29 $10,838.88 $21,677.76
$15.00 $6,774.30 $9,054.11 $13,548.60 $27,097.20
Projected Programme Cost
Cost of 15 Interns $12.00 $15.00
11 Interns for 3 Months $59,613.84 $74,517.30
4 Interns for 6 Months $43,355.52 $54,194.40
$102,969.36 $128,711.70
Recuriting Events $3,000.00 $3,000.00
Catered Lunch ($10 per person) $750.00 $750.00
Social Event $750.00 $750.00
*Total Projected Cost $107,469.36 $133,211.70
*Cost does not include internship facilitator salary and additional social events
($4,335 to $18,258 additionally cost for year round employment for each intern)
Projected Programme Cost for Year 1 $133,211.70
Average Internship Programme Budget $386,634 (NACE)
13. Internship Cost Savings
R&D Intern
Project: Panelist Sensitivity Screening Test
Outsourced External Company Cost Internal Cost
Vendor Research and Interviewing $5,000.00 *External Company Cost $150,000.00
Sample Prep, Portioning & Test Admin $91,000.00 Intern Cost $8,240.00
Consulting & Analysis + Travle & Lodging Temporary Employment $2,918.00
$50,000.00
Product Costs + Treats $1,000.00 Misc. R & D Assistance Cost $3,500.00
Incentives $1,000.00
Aroma Samples Product Cost $4,000.00
$2,000.00
*Total Cost $150,000.00 Cost Savings $131,342.00
“Without the interns help, it would have been impossible for our department do to this extensive of screening,
even with temps” –Sheryl Karow, Director Sensory
14. Resource Requirements for Execution
Internship Facilitator
•Accountable for successful implementation, operation, and continuous improvement of the
internship programme
•Time allocation of 50% required towards the internship programme and events year round
for at least the first year of implementation. A time allocation of 25% for subsequent years
•Activities:
– Coordinates campus advertising and recruiting activities
– Develops relationships and contacts with campus internship representatives
– Facilitates the development and retention of interns
– Serves as go-to person for intern programme questions and provides support to interns
Campus Ambassadors – Current or Past Interns
•Represent Kerry on campuses to spread the word about the programme
– Share their experience at career fairs and campus sessions
– Articulate Kerry’s vision and values
– Assist with logistics for Kerry campus preview sessions
– Assist with setting up and taking down booth at career fair
•Criteria for Kerry Campus Ambassadors
– One semester of school left after Kerry internship
– Actively involved on campus
– Is knowledgeable, friendly and can influence students
– Ability to articulate Kerry’s vision and values
15. Phase - Needs Assessment and Finalize Internship Positions
Intern Needs Assessment Finalize Internship Positions
Internship Facilitator sends out e-mail to Hiring Manager finalizes
hiring manager to start thinking of internship internship needs and sends position
needs and projects for the summer in order description/requisition to
to develop a position description internship facilitator
•Questions that should be asked •Position description includes:
– How many interns will be needed in each – Kerry and location overview
function? – Programme description
– Who will they report to? Who will be the – Qualifications and skills
interns guide?
– Education and experience
– Looking to hire students in their sophomore,
junior, senior year of college and what Internship facilitator compiles all
degree he/she is pursuing (Associates, internship needs and position
Bachelor's, Masters, PhD)? descriptions
– Minimum GPA?
– What skills/qualifications are required and
what are preferred?
– Internship time frame and will there be an
opportunity to work part time during the
academic year?
16. Phase - Analysis of College Programmes, Campus
Recruitment and Intern Selection
Campus Recruitment Intern Selection
What colleges have the best programmes to •Inform top 2 or 3 candidates to participate
find the qualified talent to fit Kerry’s in a on-site interview
internship needs? – Interview with hiring manager (60
•Post position descriptions minutes)
– Kerrynet for intern referrals • Company overview, behavioral
based interview questions and
– Selected college job boards along with candidate questions
other job boards if necessary
– Candidate presentation (15 minutes)
– Contact campus internship representatives
– Tour of the Kerry building (10 to 15
•Coordinate campus interview sessions for minutes)
internship positions – Debrief (5 minutes)
•Source resumes for internship positions •Extend offer to candidate and ask intern to
•Interview students and select qualified write down their expectations of the
talent to more forward in the process internship programme
17. Phase: Onboarding – Day 1
Person
Time Activity Goal Responsible
8:00am – Welcome/Introductions /Ice Breaker: Introduce Become acquainted with other Internship
8:45am yourself, what school and programme you are enrolled interns to establish relationships Facilitator
in, what department you will be working in, something
people might not know about you, and what you like to
do in your free time.
8:45am– Orientation, paperwork required Become familiar with the Kerry HR
9:45am (W-2 form, confidentiality agreement, site policies, Center
etc.) and tour Kerry facility
9:45am – Overview of Kerry Understand company mission, HR/Internship
10:15am strategic objectives and structure Facilitator
10:15am – Kerry internship expectations and programme Communicate expectations (Intern Internship
11:00am evaluations, intern events, weekly Facilitator
intern meetings, final presentations)
11:00am – Break off with intern manager to go over projects Provide a brief project overview and Intern Manager
11:45am plan for this coming week
12:00pm – Catered lunch with interns and intern managers Build relationship with manager and Intern
1:00pm other interns Manager/Intern
ship Facilitator
1:00pm – Job shadow with assigned guide to become familiar Orientation to everyday tasks, team Intern
5:00pm with department employees and stakeholders, activate members and tools Manager/
e-mail and introduction to location specific resources Guide
18. Phase: Internship Programme
• Lunch with member(s) of the functional leadership team
• Intern meetings every other Friday
– Discuss projects interns are currently working on
– Have guest speakers discuss functional business skills; presentation skills, project
management, sensory, networking, business etiquette, etc.
• Development plan meeting with internship manager
– Agree on learning outcomes and developing a plan to achieve those outcomes.
– Meet (3) times during the summer
• Social event (to be announced)
• Business Immersion
– Interview with at least (1) employee about his or her career
• End of Internship presentation to managers, senior leaders, and interns
19. Measuring Success
Against External Benchmarks
•Offer rate for interns
– National average inter offer rate is 66.7 percent*
•Acceptance rate for interns
– National average intern acceptance rate is 87.0 percent*
•Conversion rate of interns to new hires
– National average intern conversion rate is 57.7 percent*
Against Internal Measures
•Investment in internship programme
– Projected programme cost $133,221
*NACE (research gathered from 266 organizations)
20. Next Steps – For Review
November 3 - Agree on the proposed plan/programme
November 14- Get endorsement from Business/Functional Leadership team
November 18 - Modifications to programme as per suggestions made
Agree on goals, objectives and budget for the programme
November 21 - Identify business units to review internship programme
November 28 - Develop and revamp tools/resources needed
November 28 - Start year round attraction initiatives
21. Appendix: Resources and Tools
Intern Meeting
Presenters and
Presentations
Guide Expectations
Intern Programme
Onboarding Checklist
Schedule &
Documents Development Plan
and Evaluation
Internship facilitator Intern Expectations
Calendar End-of-Internship
Intern Agreement Presentation
Intern Need Outline
Assessment Form Career Fair Confidentiality
Materials and Interview Agreement Exit Interview
PD Template Hand outs Assessments Questions
End-of-internship
Intern Manager Pre- Preview Session – Presentation Presentation Focus Group
Meeting Agenda Who is Kerry? Evaluation Outline Questions
Needs Assessment Recruitment Selection Onboarding Programme
/Finalize Positions
Currently Exists
Needs Revamping
22. Appendix: Stakeholders Involved
Service Internship Learning & ICT HR Intern Guide Kerry
Center Facilitator Performance Manager Campus
Management Ambassador
Needs X X X
Assessment/
Finalize
Positions
Recruitment X X X
Selection X X X X
Onboarding X X X X X X X
Programme X X X X