Training status report template
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This training status report summarizes the training activities from the current month. It outlines the activities that were planned versus what was accomplished, and lists the activities planned for next week. Metrics on the number of planned versus conducted trainings and training hours are provided. Finally, any risks, issues or concerns are documented along with proposed corrective actions.
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Translation types
Text translation
Source text
auto_awesome
Translate from: English
660 / 5000
Translation results
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Date: November 9, 2022
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Find out more about ISO training and certification services
Training: https://pecb.com/whitepaper/isoiec-270022022--information-security-cybersecurity-and-privacy-protection
https://pecb.com/article/isoiec-27001---what-are-the-main-changes-in-2022
https://pecb.com/article/investing-in-information-security-awareness
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
Whitepaper: https://pecb.com/whitepaper
-------------------------------------------------------------------------------
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
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Implicaciones prácticas de la nueva ISO 37301 sobre los sistemas de gestión del cumplimiento
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1. The document presents a five point incident response model shown as a swim lane diagram with five stages: prevention, detection, classification, control & eradication, and follow up & recovery.
2. It shows the flow of an incident from end users and detection capabilities to various response teams like the help desk, CSIRT, ITS department, and management.
3. The diagram is meant to coordinate cross-functional response across different departments and silos to improve performance, resiliency, and systems in response to incidents.
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We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
Best Practices in Auditing ISO/IEC 27001
Due to the dramatic increase of threats worldwide, there is a need for the companies to find ways how to increase the information security. Therefore, one solution is to implement the ISO/IEC 27001 in order to protect information both internally and externally.
Main points that will be covered are:
• The scope of ISO 27001 & associated other standards references
• Information Security and ISIM Terminologies
• ISIM auditing principles
• Managing audit program & audit activities
Presenter:
Eng. Kefah El-Ghobbas is a specialist in ‘Business Process Excellence' through ‘Business Process Re-engineering' with over 20 years of experience.
Link of the recorded session published on YouTube: https://youtu.be/rTxA8PVULUs
ISO 45001:2018 slide show
The document discusses ISO 45001, which replaces OHSAS 18001 as the international standard for occupational health and safety management systems. It outlines key changes in ISO 45001, including a new risk-based approach, greater emphasis on leadership and worker participation, and alignment with other ISO standards. Risk identification must consider routine and non-routine activities as well as social factors. Opportunities for health and safety improvements must also be identified. Incident reporting and corrective actions require worker participation.
SOC 2 and You
This document provides an overview and introduction to SOC 2 reporting. It discusses the background and popularity of SOC 2 reports, who service auditors and providers are, and why user entities need SOC reports. The agenda outlines that the document will cover the AICPA framework, purpose and scope of SOC 2, the anatomy of a SOC 2 report, considerations for obtaining a SOC 2 report, and how SOC 2 maps to other standards. It provides details on each of these sections.
ITIL and ISO 20000: Fundamentals and necessary compliance Synergies
The world of Information Technology (IT) is voluminous, fast paced, innovative and very exciting!
You have to love IT to make it work!
To love IT you must live IT, to live IT you must embrace a design for success and understand business impacts from system failures (not just the hardware). To embrace a design for success and mitigate system failures you need a formal structure and independent validation.
This webinar will introduce you to the structure and choices within the ITIL fundamentals (Information Technology Infrastructure Library fundamentals) and a mechanism to validate the performance of the implemented ITIL structure compliant with the ISO 20000 standard (Information Technology -- Service management -- Part 1: Service management system requirements). The object of this webinar is to excite you about a formal IT structure and encourage you to be fearless about independently validating your service management arrangements.
Main points covered:
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- ISO 20000 as an IT service provision validation mechanism
- Synergy of ISO 20000 requirements and mandatory ITIL components
Presenter:
Eugene is an accomplished high-calibre sustainability and resilience authority, professional engineer and Fellow of the Business Continuity Institute (BCI). With over 25 years of hands-on experience he has developed and improved corporate resilience for a number of organisations from various sectors. His accomplishments include delivery of legislative & regulatory compliance requirements, implementation of ITIL, service, business continuity, information security, quality & risk management systems. In addition Eugene has many years of experience auditing ISO management systems. Eugene has represented the UK Institute of Directors (IoD) on the British Standards Institute (BSI) technical committees responsible for developing ISO resilience standards. He has published many thought provoking articles and a book chapter endorsing the importance of standards as the foundation for good organisational practice. Eugene is an experienced design engineer, implementer, exercise facilitator, trainer and auditor with internationally gifted credentials.
Listen to the recorded webinar here:
https://youtu.be/2CmWnNtFrcY
Training of trainers manual
In the context of supporting civil society organisations working in the field of the democratic transition in Tunisia, Democracy Reporting International, in partnership with inProgress, produced a practical guide covering the techniques and training of adults. Members of civil society organisations are often requested to give trainings, provide knowledge, or strengthen competencies in various fields. These fields include, among others, civics, electoral observation, and legal reforms, including those linked to the setting up of a new Tunisian Constitution.
Teaching others new aptitudes, methods, or procedures requires that the trainer to be aware of different parameters in order to ensure the best learning methodology. Identifying learning needs beforehand, determining the training objective, or managing the audience are some of the essential elements that must be taken into account.
Therefore, this guide emphasizes the elements on which learning efficacy and teaching competencies depend. It enables trainers to use learning principles intended for adults and to acquire a guiding pedagogy and interactive methods in line with active communication principles, while creating a positive environment to optimise the learning process.
Collaborating with inProgress, DRI has provided this practical guide to accompany the trainers through all the steps of the training process, from conception to setting up and follow-up of trainings.
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CISA Domain 3 - Information Systems Acquisition, Development and Implementation
The document discusses key concepts relating to CISA Domain 3 on information systems acquisition, development, and implementation. It covers 14 knowledge statements, including benefits realization practices, project governance mechanisms, requirements analysis and management practices, system development methodologies and tools, and post-implementation review objectives and practices. The document also summarizes important concepts for the exam such as project portfolio management, business case development, benefit realization techniques, project management structure, project communication and culture, and defining project objectives using an object breakdown structure and work breakdown structure.
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Incident Management PowerPoint Presentation Slides
Incident, Problem, Change, Knowledge…and Service Catalog? A Powerful Circle.
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ITIL and ISO 20000: Fundamentals and necessary compliance Synergies
ITIL and ISO 20000: Fundamentals and necessary compliance Synergies
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CISA Domain 3 - Information Systems Acquisition, Development and Implementation
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Strategies for Implementing Program Level Assessment through Blackboard Outcomes
Presented at Blackboard World 2015 (Bb World 2015).
Faced with increasing needs to provide assessment information to accreditors and to drive continuous program improvement, American International College adopted Blackboard Outcomes. This presentation will focus on strategies for supporting the system to scale with limited resources. We will share our team-based approach that included faculty, administrators, and IT professionals. Also included will be a discussion of moving from subject-specific outcomes measurement to broad-based general education assessment with common rubrics and goals.Speakers: Jeremy Anderson, Manager of Academic Computing; Kaitlin Walsh; Gregory Schmutte; & Anne Stuart, American International College
Strategies for Implementing Program-Level Assessment through Blackboard Outcomes
Faced with increasing needs to provide assessment information to accreditors and to drive continuous program improvement, American International College adopted Blackboard Outcomes. This presentation will focus on strategies for supporting the system to scale with limited resources. We will share our team-based approach that included faculty, administrators, and IT professionals. Also included will be a discussion of moving from subject-specific outcomes measurement to broad-based general education assessment with common rubrics and goals.
Data-Driven Decision Making
This document provides an overview and agenda for a presentation on data driven decision making. It discusses building a data culture through staff and student workshops focused on collecting and analyzing various types of data to inform decisions and measure outcomes. Specific workshop topics covered include developing key performance indicators, identifying relevant variables, creating and analyzing surveys, reviewing data and reports, and creating a scope and sequence for ongoing data collection activities. The goal is to involve all stakeholders in using a variety of qualitative and quantitative data sources to continually evaluate programs and make incremental improvements aimed at increasing student success.
AUTM_LTC 2014_Team Minimums
This document outlines seven minimum requirements, or "minimums", for building, leading, and running a high performance team. The seven minimums are team, plan, job description, training, tracking and coaching, evaluation, and reflection. For each minimum, the document describes the key elements that must be in place and the key activities that should be performed. Following the seven minimums will help teams understand how to develop, monitor, and improve performance.
AIESEC in Bangalore | August Legacy Conference | Essence of a Team
This document outlines the minimum requirements for an effective team. It includes 6 key steps: 1) developing a team plan with goals and deadlines, 2) creating clear job descriptions for roles and responsibilities, 3) providing training based on the job descriptions, 4) tracking performance and goals through weekly individual and team meetings, 5) coaching team members on their development and performance, and 6) conducting monthly evaluations and reflections on contributions and progress.
Community capacity building
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
Performance management beyond apprasai v3
This document outlines a positive performance management culture model with 4 stages:
1) Set performance boundaries including goals, indicators, planning and development
2) Weekly touchpoint meetings
3) Quarterly reviews focusing on improvement, processes, performance and planning
4) Evaluation and rewards including appraisal and conveying results
It emphasizes clear expectations, employee involvement, improvement, appreciation and using positive questions. Regular meetings, reviews and planning aim to motivate employees and improve productivity. Capability development further supports performance. Finally, technology can assist with the performance management process.
managing human capital
This document discusses setting priorities and time management. It begins by outlining the session objectives of understanding the need to set priorities, focusing on importance over urgency, and balancing roles and activities. It then discusses defining priorities in terms of important tasks, tracking progress, and making time for important matters. The document contrasts urgency and importance, noting that high importance, low urgency tasks like planning and relationship building should take priority over low importance urgent tasks. It emphasizes the need to regularly review roles, goals, and tasks to determine priorities and focus on the most important items. Key points are that importance matters more than urgency and time management involves making time for important activities through planning, execution, and reflection.
Setting priorities
This document discusses setting priorities and time management. It begins by outlining the session objectives of understanding the need to set priorities, focusing on importance over urgency, and balancing roles and activities. It then discusses defining priorities in terms of important tasks, tracking progress, and making time for important matters. The document emphasizes separating importance from urgency and using a matrix to categorize tasks accordingly. It also notes the importance of regularly reviewing roles, goals, and tasks to determine priorities and maintain balance. Specific examples for setting ASME priorities are provided. The key points are that importance should dictate actions and time management requires planning, execution and reflection.
managing human capital
This document discusses setting priorities and time management. It begins by outlining the session objectives of understanding the need to set priorities, focusing on importance over urgency, and balancing roles and activities. It then discusses defining priorities in terms of important tasks, tracking progress, and making time for important matters. The document contrasts urgency and importance, noting that high importance, low urgency tasks like planning and relationship building should take priority over low importance urgent tasks. It emphasizes the need to regularly review roles, goals, and tasks to determine priorities and focus on the most important items. Key points are that importance matters more than urgency and time management involves making time for important activities through planning, execution, and reflection.
Managing Human Capital
This document discusses setting priorities and time management. It begins by outlining the session objectives of understanding the need to set priorities, focusing on importance over urgency, and balancing roles and activities. It then discusses defining priorities in terms of important tasks, tracking progress, and making time for important matters. The document contrasts urgency and importance, noting that high importance, low urgency tasks like planning and relationship building should take priority over low importance urgent tasks. It emphasizes the need to regularly review roles, goals, and tasks to determine priorities and focus on the most important items. Key points are that importance matters more than urgency and time management involves making time for important activities through planning, execution, and reflection.
Lean transformation
E2E Value Stream, Lean Transformation, Bias for Action, LDMS, Lean Daily Management Systems, Leader's Standard Work, Leaders Audit Checklist, Lean Scorecard, Lean Metrics, KPI, Visual Boards, Lean Box Score, Hoshin / Policy Deployment, Cascading Priorities to Action, Lean Scorecards, Lean Maturity Assessment, Lean Maturity Chart, SDCA, PDCA, Improvement vs. Maintenance, PDCA Cycle, Goal Achievement, Performance Management, Standard Work, 8 Steps for Creating Standard Work, Kaizen, System and Process Kaizen, Problem Definition, 6W 2H, A3, Shingo Model, Lean books, Kaizen Books
Assessing_Student_Learning_Outcomes3_1.ppt
This document discusses the expectations of the Southern Association of Colleges and Schools (SACS) for institutions to engage in ongoing evaluation and assessment of programs to ensure missions are accomplished and continuous improvement. It outlines the University of Carolina's existing strategic planning, budgeting, and evaluation processes. The focus is on systematically assessing student learning outcomes to determine if students are gaining intended knowledge, skills, and competencies, and using results to improve programs. Key steps include defining outcomes, identifying assessment methods, administering assessments, reviewing results, and repeating assessments to track changes over time. Opportunities to measure outcomes include capstone courses, internships, and embedded in specific course assignments.
Manager Performance Management Training
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
Performance appraisals training
The document outlines the performance appraisal process and objectives at an organization. It discusses that performance appraisals involve two-way feedback between managers and employees to discuss progress, setbacks, and update objectives. The process involves an ongoing discussion, a performance development planning meeting to set objectives and expectations, and a review meeting to assess performance and development opportunities. Objectives should be SMART (Specific, Measurable, Attainable, Relevant, Time-bound) and help employees work towards goals. Feedback can be positive, negative, or constructive and employees should actively seek it to improve performance.
Goal setting & performance measurement training
This document outlines a workshop on goal setting and performance measurement for city departments. It begins with an introduction and overview of the process. Citywide goals are set by the mayor and council to reflect strategic priorities and are tracked by the city manager. Departments then set goals tied to the citywide goals to provide a foundation for division objectives. Divisions set objectives approved by department heads tied to goals. Performance measures are quantified metrics tied to objectives to report on annually. The document provides examples of citywide goals and values set in 2011. It discusses SMART goal setting and components of performance measures.
Sbm online reporting system action research
This document discusses the implementation of a School-Based Management Online Reporting System (SBMORS) at San Jose National High School from SY 2016-2018. It found that the SBMORS had a positive effect on improving teachers' perceptions of efficiency and in increasing the school's level of practice of SBM over the three school years. The SBMORS utilized technology to streamline reporting, introduced continuous improvement projects, and incentivized proper documentation, which helped increase the school's SBM score from 0.45 to 1.95 over the period.
Performance Management System Cardone
The document describes a performance management system used by an organization. It includes the following key points:
1. The purpose of the performance management system is to clarify performance requirements, create accountability, continuously improve performance, and compensate employees based on their performance.
2. The system is part of a planning continuum that aligns individual performance plans with corporate objectives.
3. The appraisal process involves setting performance plans with employees, conducting regular meetings to discuss progress, and year-end performance reviews to assess performance against objectives.
4. Performance is rated on a 5-point scale and an overall rating is calculated based on performance on key indicators and a weighting assigned to each.
Team minimums
The document outlines the key elements and activities of effective team minimums, including having 3 members for 2 months, establishing a team identity and purpose, and holding regular meetings. It describes the importance of creating a team plan with clear goals and individual action plans, as well as defining roles and responsibilities through a job description. It also stresses the need for ongoing training, tracking of progress, coaching, and evaluation and reflection to ensure goals are met and individuals and teams continue to develop.
Team minimums
The document outlines the key elements and activities of effective team minimums, including having a team of at least 3 members for 2 months, establishing a team identity and purpose, and holding regular meetings. It describes the importance of creating a team plan with clear goals and individual action plans, defining roles and responsibilities in a job description, and providing training based on competencies. It also stresses the need for tracking performance against the plan through weekly individual and team meetings, coaching to connect development to performance, and conducting regular evaluations and reflections.
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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原版一模一样【微信：741003700 】【伯明翰大学毕业证（uob毕业证）学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
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Training status report template
- 1. Training Status Report Status Report for the Month of “Current Month” <<Date>>
- 2. Agenda • Training Activities • Activities Planned vs. Accomplished • Activities planned for Next Week • Metrics • Risks, Issues and Concerns
- 4. Activities Planned vs Accomplished SL NO. Activities Responsible Person Status Reason for not completion / Remarks Planned date of completion Revised date (if not completed) Actual compl etion date
- 5. Activities Planned Next SL NO. Activity Nature of Activity Target DateNew Ongoing Outstanding From
- 6. Metrics Month Trainings Planned Training Conducted % Training Hours Planned Training Hours Conducted % Sudden Trainings Planned Sudden Training Conducted % Previous month 0 0.2 0.4 0.6 0.8 1 1.2 Previous Month Training Matrix Trainings Planned Training Conducted %
- 7. Risks and Concerns SL NO. Description Impact Proposed Corrective Action Status Remarks
- 8. ThankYou