Career Opportunities for Armed Forces in Civil and How to Prepare for the same.
Dilemmas; Opportunities; Job Search Strategies; Corporate Perception; Success Mantras
This document summarizes a webinar on empowering middle managers and creating workforce readiness. The webinar discussed defining the "middle" as consistent performers who make up 74% of companies but receive less attention. It highlighted challenges middle managers face with increased workloads and responsibilities. The webinar advocated investing in the middle through best practices in goal management, developing capabilities like coaching, and supporting alternative career options beyond traditional ladders.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
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In this session you will learn and understand how Technology is aligned to business part of the HR transformation journey.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
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This document provides an overview of key topics in human resource (HR) management. It discusses the importance of elevating HR to a position of power within organizations. It outlines the seven main categories of HR activities, including strategic HR management, staffing, compensation and benefits. It also examines the major challenges facing HR, such as globalization, workforce trends, and organizational costs. The roles of HR are transforming from administrative to more strategic functions. HR technology and ethics in HR management are also addressed.
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The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
This document summarizes a webinar on empowering middle managers and creating workforce readiness. The webinar discussed defining the "middle" as consistent performers who make up 74% of companies but receive less attention. It highlighted challenges middle managers face with increased workloads and responsibilities. The webinar advocated investing in the middle through best practices in goal management, developing capabilities like coaching, and supporting alternative career options beyond traditional ladders.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Embracing Technology to Help Attract, Develop and Retain Talent, Mike FadelThe HR Observer
Human Resources is already the heart of the organization today as a Talent producer, developing and supporting Talent on a regular basis. But now, leading HR Departments are transforming into a “Talent Business Operations” function that is able to support major transformations and growth in the company and be a Partner to the business. The traditional HR model is fading away, and companies are looking for ways to transform their HR teams, technologies and skills.
In this session you will learn and understand how Technology is aligned to business part of the HR transformation journey.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
This document summarizes a talk on managing your tech career and tracking your tech skills. The talk covered finding your path in the industry, building your personal brand, evolving your mindset, and tracking emerging technologies. It discussed understanding the different roles and paths available, developing your career narrative, maintaining an online presence, participating in communities, and dealing with imposter syndrome. The talk emphasized the importance of continuous learning, building a technology radar to track new tools and platforms, and appreciating how your skills fit within the broader tech ecosystem.
This document provides an overview of key topics in human resource (HR) management. It discusses the importance of elevating HR to a position of power within organizations. It outlines the seven main categories of HR activities, including strategic HR management, staffing, compensation and benefits. It also examines the major challenges facing HR, such as globalization, workforce trends, and organizational costs. The roles of HR are transforming from administrative to more strategic functions. HR technology and ethics in HR management are also addressed.
This document discusses succession planning and outlines steps for organizations to take. It notes that while 70% of companies say they do succession planning, 62% report having too few internal candidates. The document defines emergency replacement planning as identifying backups for critical roles, while succession planning develops a talent pool so there are qualified internal candidates when vacancies occur. It emphasizes that evaluating employee performance and potential is at the heart of succession planning and outlines assessing the talent pool to identify high potentials and performers.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
This document discusses several topics related to leadership challenges and organizational change. It begins by outlining Mario Denton's research interests, which include managerial issues, workplace bullying, leadership failures, and team dysfunctions. It then provides thoughts on creating dissatisfaction with the status quo to drive change efforts and notes that change takes longer than expected. Several models are presented, including the change-resistant vs change-sensitive organization and categories of people-performance orientations. The document concludes with discussions of managing career crossroads, psychological contracts between managers and reports, and finishing one's career well through finding purpose and meaning.
The document discusses career development as a fifty-year process, providing keys to career success and advice for managing one's career over the long term. It emphasizes that behavioral skills are more important than technical skills for career success. It also outlines processes for presenting yourself, managing information, presenting ideas, acquiring skills, and addressing conflicts. The document stresses that career development is lifelong and one must continually learn, gain experience, and adapt to changes over the decades.
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By the end of the webcast, attendees will discover:
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What are the top tips for building employee experiences that workers really want
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Join us for our webinar where you’ll learn how to:
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The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
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- On-the-job training includes coaching, mentoring and shadowing more experienced employees.
- Off-the-job training takes place away from the work environment, such as seminars, conferences or online courses.
- Development focuses more on career progression through further education or new experiences.
- Benefits of training include improved performance, motivation and retention of employees. It also ensures employees can adapt to changes in technology and work processes.
- Training needs are identified through performance reviews comparing actual to required skills.
- Evaluation of training programs
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
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Employee engagement has long been the bellweather to measure the success of learning and training programs. But it’s outcomes, not activities, that really counts.
Join us for a crash course in measuring the success of learning and workforce development initiatives.
The document provides an overview of a workshop on strategic planning. It explains the strategic planning process and model that will be used, which includes an environmental scan, assessment, setting mission, vision, goals and objectives, performance measures, and evaluating progress through a balanced scorecard. The strategic planning model outlines the key components and ensures the entire organization is aligned in executing the strategic plan.
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The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
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Transition from Olive Greens to Civil Life
June 2016
Career Opportunities and Reality Check
3. Should I – Should I Not !
Dilemma
Pride !!!
Loss of Identity !
Anxiety !!
Exciting new
Challenges and
Growth !
Financial Support !!
4. Should I – Should I Not !
Dilemma
False Ego !!!
Loss of Identity !
Anxiety !!
Exciting new
Challenges and
Growth !
Financial Support !!
5. Chapter 18 – Sloka 59
“Our Ego is the reason for our dilemmas or confusion”. This Ego is the result of “Karma”.
Karma is result of all conditionings in this birth and the genetic inheritance.
All our actions are “Thought” based. In fact EGO is only “Thought", a memory and we all
are taking shelter under it. This shelter is “limited”. It cannot protect us all ways, but the
Ego less action, which is that of the Lord can!
6. Opportunities – Plenty !
(JCOs)
Middle Level Managers/ Supervisors in Security, Transport
Fleets, Communication Systems, Estates, Workshops &
Hostels , Township Incharges
Specialist Stores-in-Charge, Fire Fighting Officers, Computer
Programmers/ Operators.
Office Superintendents, Assistants, Personal Assistants,
Stenographers & Accountants
PBOR
Draughtsman, Surveyors, Overseers (Electrical, Mechanical, Building & Roads).
Auto Mechanics (Light Motor Vehicles & Earth Moving Equipments), Auto Electricians, Painters, Welders,
Mechanic Instruments, Armourers, Refrigerators Mechanics.
Aviation Fitters (Air Frame, Aero Engineers, Avionics, Instrument & Photo, Electricians)
Technicians Telecom, Operators (Line Equipment Radio, Cipher, EPBX), Line man, Generator Operators,
Networking Engineers, Computer Mechanics.
Store Keepers Technical, Stewards, Chefs, Cooks, Catering Officers, Facility Managers/ Supervisors, Care Takers
(Messes/Guest Houses).
OFFICERS
CEO, Advisors, Presidents and Top level managers.
Senior, Middle level Managers/ Administrators/ HRD
Managers/ Directors Personal/ Systems/ Works etc.
Managers – Hotels/ Clubs/ Estates/ Projects/
Operations/ Transport Logistics and Supply chain
Security Officers, Quality Assurance Officers in Food &
Beverages.
Professionals like Doctors, Dentists, Engineers, and
Academicians and so on.
Various Research shows that 91%
jobs in civil are similar to those in
Army
7. Firstname Lastname
email
Resume - Format
Roles (3-4)
DoB
Educational Qualification College/University Year of Passing %age
Professional Experience
Organisation (Assignment/Unit)-1 Role Duration (From-To)
Job Responsibilities with achievements (SMART), 4-5 in one role
Organisation (Assignment/Unit)-…….. Role Duration (From-To)
Job Responsibilities with achievements (SMART), 4-5 in one role
Organisation (Assignment/Unit)-n Role Duration (From-To)
Job Responsibilities with achievements (SMART), 4-5 in one role
Special Projects
Project 1 (max two lines) Duration (From-To)
Project …... (max two lines) Duration (From-To)
Project n (Max 4 or 5) Duration (From-To)
Awards/Accolades
Award 1 (why is it given – max 1-2 lines) Duration (From-To)
Award …... (max two lines) Duration (From-To)
Award n (Max 4 or 5) Duration (From-To)
Tools and other Information
Expert in : Familiar with :
Interests in :
8. Acceptance of the fact that we are starting a new career;
Put your situation in perspective - You have already proven that you can adjust to change
Unique: Though we all think, we are Unique (But so is every other transitioning person)
Optimum Resume : should not be Longer than the CEO of the Company (or Shorter Than a
Recent College Graduate’s); Take inventory of your skills; Avoid Army jargons and abbreviations
Interview : Talk specific with data
Job Search Strategies
Approach your transition like a assignment : with structure & diligence
Presence on Social Media : Be active on LinkedIn, Naukri, Monster
Prepare for the Interview
Role Clarity : What you want to do
9. Corporate Perception
Too Rigid, Not very
Collaborative,
Need structured
teams
Fit for
HR/Admin/Secu
rity Roles
Not abreast with
changing technology
and business
landscape
Lacks innovation
and commercial
thinking
Get caught
in nitty
gritty
Can’t motivate
subordinates, at
times their mouth
is weapon of mass
destruction
Resourceful
and
Decisive
Highly
Committed
Strong Value
System
High
Pressure
Performers
OCB (Naam-
Namak-
Nishaan)
Disciplined
Ofcourse
Well
Trained
10. Have you assessed your
skills, values and goals in the past 12
months?
Have you acquired new skills in the
past 12 months?
Do you have an up-to-date resume
that clearly demonstrates your
achievements?
During an interview, I could describe
at least ten skills that I possess.
Do you clearly understand the needs
of your customers?
Prepare for an Interview
In the past year, have you identified and
filled any client needs that were not being
met?
Are you currently aware of two or more
potential assignments and are you taking
steps to become involved in them?
Can you cite at least two projects that you
worked on in the last 12 months where you
can demonstrate significant impact?
Do you regularly read professional or
industry based material?
Have you gathered specific feedback about
your performance from peers, clients
and/or supervisors in the past year?