Unemployment rate, lobour force, public debtIrfan Hussain
Unemployment rates in Pakistan ranged from 6% to 15% between 1998 and 2011, with the highest rate of 15% in 2010 following the global financial crisis. The labor force in Pakistan is divided among agriculture at 45.1%, industry at 20.7% and services at 34.2%. Public debt as a percentage of GDP was between 49.3% and 71.4% from 2004 to 2011.
This deck contains slides I have used in live talks that (more or less) are simple and contain quite a bit of empty space. The first set are some before/after examples, followed by a random sample. This deck is not meant to tell a story -- this is just a way to show some random examples. The meaning of the slides may not be at all clear without the narration that goes with the slides.
This document defines unemployment and discusses its various types, causes, costs, measurement, and solutions. It defines unemployment as a situation where capable and willing workers cannot find employment. The main types of unemployment discussed are frictional, structural, cyclical, and seasonal unemployment. Causes of unemployment mentioned include population growth, lack of job opportunities, seasonal factors, and slow industry development. Costs of unemployment include individual financial issues and societal underutilization of resources. Unemployment is typically measured by calculating the unemployment rate as a percentage of the unemployed workforce versus the total labor force. Proposed solutions include changing investment patterns, encouraging small businesses, subsidizing employment, and reorienting education.
A workshop presented by Diana Robinson and Brian Harger to the The Governor's Summit on Work-Based Learning at Illinois Central College in East Peoria on Monday, October 1 2018.
Growing? Declining? Good Pay? Not? Beyond the headlines here is the finer distinctions about where the opportunities are in manufacturing. Tailored to the Finger Lakes region.
The document provides information about HR generalist training at an advanced level, with a focus on recruitment processes. It discusses topics like why candidates may hesitate to work in recruitment after earning an MBA, and how understanding recruitment is important for career development. The document outlines a 10 module training program covering all major HR functions from recruitment to performance management to compensation. It also gives examples of day-to-day recruitment activities like reference checks, offer letters, and time/attendance management. Key recruitment processes like gap analysis and conducting phone interviews are explained in detail.
Overview of Labor Market Information "LMI Lite"Lorraine Faulds
This document provides an overview of Labor Market Information (LMI) from the South Carolina Department of Employment and Workforce. It defines LMI as publicly available data and analysis about the labor market used to make decisions. It discusses the types of users of LMI including workers, jobseekers, employers, and policymakers. It also outlines the different types of LMI data including labor force, employment, wages/income, and career planning data. Specific LMI examples for occupations and industries in South Carolina are also provided.
Unemployment rate, lobour force, public debtIrfan Hussain
Unemployment rates in Pakistan ranged from 6% to 15% between 1998 and 2011, with the highest rate of 15% in 2010 following the global financial crisis. The labor force in Pakistan is divided among agriculture at 45.1%, industry at 20.7% and services at 34.2%. Public debt as a percentage of GDP was between 49.3% and 71.4% from 2004 to 2011.
This deck contains slides I have used in live talks that (more or less) are simple and contain quite a bit of empty space. The first set are some before/after examples, followed by a random sample. This deck is not meant to tell a story -- this is just a way to show some random examples. The meaning of the slides may not be at all clear without the narration that goes with the slides.
This document defines unemployment and discusses its various types, causes, costs, measurement, and solutions. It defines unemployment as a situation where capable and willing workers cannot find employment. The main types of unemployment discussed are frictional, structural, cyclical, and seasonal unemployment. Causes of unemployment mentioned include population growth, lack of job opportunities, seasonal factors, and slow industry development. Costs of unemployment include individual financial issues and societal underutilization of resources. Unemployment is typically measured by calculating the unemployment rate as a percentage of the unemployed workforce versus the total labor force. Proposed solutions include changing investment patterns, encouraging small businesses, subsidizing employment, and reorienting education.
A workshop presented by Diana Robinson and Brian Harger to the The Governor's Summit on Work-Based Learning at Illinois Central College in East Peoria on Monday, October 1 2018.
Growing? Declining? Good Pay? Not? Beyond the headlines here is the finer distinctions about where the opportunities are in manufacturing. Tailored to the Finger Lakes region.
The document provides information about HR generalist training at an advanced level, with a focus on recruitment processes. It discusses topics like why candidates may hesitate to work in recruitment after earning an MBA, and how understanding recruitment is important for career development. The document outlines a 10 module training program covering all major HR functions from recruitment to performance management to compensation. It also gives examples of day-to-day recruitment activities like reference checks, offer letters, and time/attendance management. Key recruitment processes like gap analysis and conducting phone interviews are explained in detail.
Overview of Labor Market Information "LMI Lite"Lorraine Faulds
This document provides an overview of Labor Market Information (LMI) from the South Carolina Department of Employment and Workforce. It defines LMI as publicly available data and analysis about the labor market used to make decisions. It discusses the types of users of LMI including workers, jobseekers, employers, and policymakers. It also outlines the different types of LMI data including labor force, employment, wages/income, and career planning data. Specific LMI examples for occupations and industries in South Carolina are also provided.
This document discusses trends in employee collaboration and provides inspiration for improving workforce collaboration systems. It begins with an agenda and introductions. Trends discussed include the changing definitions of how, where, when, and with whom people work. Inspiration is drawn from how IT has transformed and the opportunities IT now has to lead change by focusing on the employee experience. Success requires improved systems, simplified policies, and better communication to drive adoption. Thought-starters provide ideas like naming an initiative, modernizing policy, high-impact simple changes, and embracing rogue technologies.
In this comprehensive chapter on unemployment, we embark on an explorative journey into the intricate dynamics of joblessness, aiming to dissect its multifaceted nature and illuminate pathways towards meaningful solutions.
We commence our inquiry by delineating the diverse manifestations of unemployment, discerning between frictional, structural, cyclical, and seasonal unemployment. Each form bears its distinct characteristics and implications, necessitating nuanced approaches for effective intervention.
Delving deeper, we unravel the underlying drivers of unemployment, which encompass a constellation of factors spanning technological innovation, globalization, mismatched skills, and economic fluctuations. Understanding these root causes is pivotal for devising targeted strategies that address the systemic barriers to employment.
Furthermore, we scrutinize the reverberating ripple effects of unemployment across individuals, families, and communities. From financial insecurity and diminished well-being to social disintegration and diminished human capital, the repercussions of joblessness permeate every facet of society, underscoring the urgency of concerted action.
Turning our gaze towards potential remedies, we embark on a quest to unearth pathways towards inclusive prosperity. We advocate for investments in education and skills development, fostering a dynamic workforce equipped to thrive in an ever-evolving labor market. Additionally, we champion the imperative of proactive labor market policies, including job creation initiatives, wage subsidies, and retraining programs tailored to the needs of vulnerable populations.
Moreover, we spotlight the catalytic role of entrepreneurship and innovation in engendering job growth and economic resilience. By cultivating an ecosystem conducive to enterprise, we nurture the seeds of innovation and empower individuals to chart their own pathways to prosperity.
Yet, our quest for solutions extends beyond policy prescriptions to encompass a broader ethos of social solidarity and collective responsibility. We underscore the imperative of forging partnerships across sectors, harnessing the collective ingenuity of government, business, civil society, and academia to forge a more equitable and inclusive future.
In sum, this chapter serves as a testament to the complexities of unemployment and the imperative of collective action. By embracing a holistic approach that addresses the structural roots of joblessness while fostering individual empowerment, we can aspire towards a future where every individual has the opportunity to realize their full potential and contribute meaningfully to society.
Presented at "Big Data and the complexity of Labour Market policies"
Annual meeting of the European Network on Regional Labour Market Monitoring
15th - 16th October 2015, University of Milano-Bicocca, Milan, Italy during L’European Network on Regional Labour Market Monitoring (EN RLMM) è stato costituito nel 2006 ed ha come obiettivo la valorizzazione e l’attuazione di ricerche sul mercato del lavoro con attenzione ai territori regionali e locali, alle politiche pubbliche e ai sistemi di servizi per l’impiego e la formazione. Vi partecipano enti e istituzioni (pubbliche e private) di 27 paesi europei. Le attività dell’EN RLMM si sviluppano ogni anno attorno ad un argomento principale (Big Data and the Complexity of Labour Market Policies per il 2015). Negli anni, più di 400 persone sono state coinvolte nelle attività dell’EN RLMM, attraverso il trasferimento di conoscenze derivanti da studi e ricerche svolte in campo scientifico e la condivisione di ricerche sulle best practice degli osservatori sul mercato del lavoro europeo. Il network è diventato negli anni un punto di riferimento per policy-makers di livello regionale e locale ed ha in corso stabili contatti con organizzazioni Europee come la DG Employment, Cedefop, OECD LEED e EESC.
A presentation given by Ian Brinkley from the Work Foundation to the public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
36348 Topic Merging self and professionNumber of Pages 1 (Do.docxrhetttrevannion
36348 Topic: Merging self and profession
Number of Pages: 1 (Double Spaced)
Number of sources: 1
Writing Style: APA
Type of document: Essay
Academic Level:Master
Category: Sociology
Language Style: English (U.S.)
Order Instructions: Attached
I'm doing my internship in a counseling program; my role is to be a therapist.
As you near the end of your first field education practicum, reflect upon your use of self as a tool for helping others to promote human rights, social change, justice, and well-being.
What professional attributes did you observe among social workers and in yourself as being the most critical in being an effective and culturally competent practitioner who maintains a strengths perspective in working with clients at the micro, mezzo, and macro levels?
Include in your response:
The important considerations in preparing for a social work career.
The factors to your selection of a particular area of social work practice and type of practice setting.
The importance of balancing personal and professional aspects of one’s life.
Project Management Case
You are working for a large, apparel design and manufacturing company, Trillo Apparel Company (TAC), headquartered in Albuquerque, New Mexico. TAC employs around 3000 people and has remained profitable through tough economic times. The operations are divided into 4 districts; District 1 – North, District 2 – South, District 3 – West and District 4 – East. The company sets strategic goals at the beginning of each year and operates with priorities to reach those goals.Trillo Apparel Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality
· Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position
# Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager
4
Sales Team
30
Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10
Maintenance
25
Operations
2500
Shipping Department
240
Total Employees
3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years and District 4 in the East has outgrown its current production facility. Because of this growth the executives want to expand the current facility, moving the whole facility 10 miles away. The location selected has enough room for the production and the shipping department. However, the current warehouse needs some renovation to accommodate the district’s operational needs.
The VP of Operations estimates the production and shipping warehouse move for District 4 will provide room required to generate the .
This document discusses various career information classification systems that provide resources to help career counselors and clients systematically explore occupational information. It describes classification systems like the Dictionary of Occupational Titles, Guide for Occupational Exploration, Standard Industrial Classification, Standard Occupational Classification, Occupational Outlook Handbook, Occupational Information Network, and Roe's Classification System. Each system organizes and groups occupations differently based on factors like the work performed, skills required, industries, and level of responsibility. The classification systems aim to help counselors and clients explore career options and make more informed decisions.
ASTD South Africa- State 2012 report - Marius MeyerSABPP
This report summarizes the key findings of the 9th Annual State of the South African L&D Industry Report for 2012. Some of the main findings include:
- Average training spend by organizations increased to 3.94% of payroll in 2012, up from 3.11% in 2010.
- Over 95% of organizations now have a computerized HR information system (HRIS) and use it for various HR functions.
- Training needs analyses most commonly use performance management data, customer complaint data, and interviews.
- Outsourcing of training design and delivery continues to rise, with 64% of design and 62% of delivery outsourced on average.
- Classroom learning remains the most popular training
This document contains lecture notes from a human resource management class. It discusses several topics:
- The hotel and restaurant industry employs over 8 million workers and has high turnover and lower wages.
- Key HR issues for the industry include leveraging human resources, high turnover, and employing many lower-skilled workers who impact customer experience.
- Future challenges for HR include balancing supply and demand for labor as the workforce ages and becomes more diverse. Benefit costs are also rising.
- The goal of HR is to contribute to business success by getting the right people in the right jobs at the right time and price, while motivating and developing employees.
The document is a salary survey of UK consumer sector professionals conducted in 2017. It provides:
1) Demographic information about the over 1,300 respondents such as most being male, in their 30s-40s, and educated to degree level or higher.
2) Insights into job satisfaction levels which correlate with seniority, salary and discipline. Operations staff reported lower satisfaction.
3) Average salaries ranging from £30,000 to over £160,000 depending on role. Most respondents received a salary increase under 2% but expect higher this year.
4) The top benefits desired are bonuses, pensions, and flexible working arrangements. Flexible working is especially important to female respondents.
The document provides an overview of a presentation on best practices for economic development. It discusses aligning economic development practices with the typical location selection process companies go through, which includes strategy development, investigating locations, due diligence, and after care. It provides examples of best practices for communities to be on companies' radars, prove they are the best location, deliver on promises during due diligence, and provide ongoing support after a company locates. The presentation encourages communities to consider if they are implementing these best practices and are truly competitive for jobs and investment.
The business plan summarizes Litti's Cafe objectives to earn profits through trust, taste and customer attraction by providing hygienic food at reasonable prices. The plan outlines the cafe's visions of business expansion and product diversification. A SWOT analysis identifies strengths in moderate investment and health environment, but weaknesses in being new to the market. The marketing plan describes target customers as students, staff and travelers. Financial plans project monthly revenues, expenses and profit through the first year.
This document outlines the Missouri Department of Labor and Industrial Relations 2011 Workforce Diversity Plan. It includes a policy statement committing to equal opportunity and a diverse workforce. It summarizes recruitment and retention efforts in 2011, including expanding outreach and standardizing interview processes. Goals for 2012 include continuing outreach and establishing relationships to improve recruitment. The plan provides an overview of the department and its agencies, as well as responsibilities for implementing and monitoring the diversity plan.
The document is an employee orientation presentation that provides an overview of the company Contoso. It discusses Contoso's mission of empowering collaboration, history of being founded in 2020 to create collaboration tools, leadership team, organizational structure, company policies, benefits, performance review process, resources, required paperwork, and concludes by welcoming the new employee.
This document presents a business model for producing and selling jute products. The objectives are to create eco-friendly products from jute, produce low-cost carry bags and fashionable jute goods, and raise awareness about jute. The proposed product range includes jute bags, printed shopping bags, laptop bags, folders, and men's handbags. The manufacturing process and financial projections are also outlined, including capital requirements, production costs, sales estimates, and profitability analysis. The business aims to take advantage of growing demand for sustainable alternatives to plastic while supporting the jute industry.
Using Labor Market Information for Career Decision-making and Job Search for ...DiscoverAbility NJ
The document summarizes a webinar presentation about using labor market information (LMI) for career decision making and job searches for people with disabilities. It discusses key LMI data sources like O*NET and BLS data on occupations and industries. Tools discussed include America's Career Info Network, Living Wage Calculator, and sources like the Riley Guide. Recent NJ reports on in-demand industries and a new tool called Real Time Jobs in Demand are also summarized. The presentation provides an overview of analyzing LMI to help people with disabilities make effective career choices and find current job openings.
This document provides an overview of human resource planning (HRP). It defines HRP as forecasting an organization's future demand for and supply of employees. The importance of HRP is that it ensures the organization has the right number and types of qualified employees. The HRP process involves environmental scanning, demand forecasting using techniques like ratios and regression analysis, supply forecasting using internal sources like current employees and external sources like new hiring, and implementing plans through recruitment, training, and retention strategies. Barriers to effective HRP include lack of managerial expertise, incompatible information, lack of manager involvement, time consumption, and unions. Requirements for effective HRP are alignment with corporate objectives, complete personnel records, long-term time
Healthcare Reform: A Practical and Strategic Look at the ImpactSikich LLP
These slides cover the information below. You can also view the live recording of this video here:
https://vimeo.com/69172281
- What we know today about healthcare reform
- Healthcare reform's impact on payroll, HR, and benefits
- Notice of Exchanges
- Updated COBRA notice
- Employer mandates
- Wage and hour update
- Areas of focus for 2013 and beyond
A large percentage of the labor force in the Rochester, NY area was nearing retirement age in 2014 and leaving the workforce. At the same time, there were over 23,000 vacant positions locally that employers had difficulty filling due to a lack of qualified candidates. Many jobs in the region require education beyond high school, but 60% of the fastest growing jobs may not have enough local residents qualified to fill them. This labor shortage could negatively impact the regional economy.
Slideshow from workshop "The Recession Ended: Where are the jobs?" presented during the annual RochesterWorks! Career Conference on January 1, 2015. See the video of the presentation at https://www.youtube.com/watch?v=BZnLIg09LK0.
This document discusses trends in employee collaboration and provides inspiration for improving workforce collaboration systems. It begins with an agenda and introductions. Trends discussed include the changing definitions of how, where, when, and with whom people work. Inspiration is drawn from how IT has transformed and the opportunities IT now has to lead change by focusing on the employee experience. Success requires improved systems, simplified policies, and better communication to drive adoption. Thought-starters provide ideas like naming an initiative, modernizing policy, high-impact simple changes, and embracing rogue technologies.
In this comprehensive chapter on unemployment, we embark on an explorative journey into the intricate dynamics of joblessness, aiming to dissect its multifaceted nature and illuminate pathways towards meaningful solutions.
We commence our inquiry by delineating the diverse manifestations of unemployment, discerning between frictional, structural, cyclical, and seasonal unemployment. Each form bears its distinct characteristics and implications, necessitating nuanced approaches for effective intervention.
Delving deeper, we unravel the underlying drivers of unemployment, which encompass a constellation of factors spanning technological innovation, globalization, mismatched skills, and economic fluctuations. Understanding these root causes is pivotal for devising targeted strategies that address the systemic barriers to employment.
Furthermore, we scrutinize the reverberating ripple effects of unemployment across individuals, families, and communities. From financial insecurity and diminished well-being to social disintegration and diminished human capital, the repercussions of joblessness permeate every facet of society, underscoring the urgency of concerted action.
Turning our gaze towards potential remedies, we embark on a quest to unearth pathways towards inclusive prosperity. We advocate for investments in education and skills development, fostering a dynamic workforce equipped to thrive in an ever-evolving labor market. Additionally, we champion the imperative of proactive labor market policies, including job creation initiatives, wage subsidies, and retraining programs tailored to the needs of vulnerable populations.
Moreover, we spotlight the catalytic role of entrepreneurship and innovation in engendering job growth and economic resilience. By cultivating an ecosystem conducive to enterprise, we nurture the seeds of innovation and empower individuals to chart their own pathways to prosperity.
Yet, our quest for solutions extends beyond policy prescriptions to encompass a broader ethos of social solidarity and collective responsibility. We underscore the imperative of forging partnerships across sectors, harnessing the collective ingenuity of government, business, civil society, and academia to forge a more equitable and inclusive future.
In sum, this chapter serves as a testament to the complexities of unemployment and the imperative of collective action. By embracing a holistic approach that addresses the structural roots of joblessness while fostering individual empowerment, we can aspire towards a future where every individual has the opportunity to realize their full potential and contribute meaningfully to society.
Presented at "Big Data and the complexity of Labour Market policies"
Annual meeting of the European Network on Regional Labour Market Monitoring
15th - 16th October 2015, University of Milano-Bicocca, Milan, Italy during L’European Network on Regional Labour Market Monitoring (EN RLMM) è stato costituito nel 2006 ed ha come obiettivo la valorizzazione e l’attuazione di ricerche sul mercato del lavoro con attenzione ai territori regionali e locali, alle politiche pubbliche e ai sistemi di servizi per l’impiego e la formazione. Vi partecipano enti e istituzioni (pubbliche e private) di 27 paesi europei. Le attività dell’EN RLMM si sviluppano ogni anno attorno ad un argomento principale (Big Data and the Complexity of Labour Market Policies per il 2015). Negli anni, più di 400 persone sono state coinvolte nelle attività dell’EN RLMM, attraverso il trasferimento di conoscenze derivanti da studi e ricerche svolte in campo scientifico e la condivisione di ricerche sulle best practice degli osservatori sul mercato del lavoro europeo. Il network è diventato negli anni un punto di riferimento per policy-makers di livello regionale e locale ed ha in corso stabili contatti con organizzazioni Europee come la DG Employment, Cedefop, OECD LEED e EESC.
A presentation given by Ian Brinkley from the Work Foundation to the public consultation event on zero-hours contracts, hosted by the NICVA Centre for Economic Empowerment on 19 September 2014.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
36348 Topic Merging self and professionNumber of Pages 1 (Do.docxrhetttrevannion
36348 Topic: Merging self and profession
Number of Pages: 1 (Double Spaced)
Number of sources: 1
Writing Style: APA
Type of document: Essay
Academic Level:Master
Category: Sociology
Language Style: English (U.S.)
Order Instructions: Attached
I'm doing my internship in a counseling program; my role is to be a therapist.
As you near the end of your first field education practicum, reflect upon your use of self as a tool for helping others to promote human rights, social change, justice, and well-being.
What professional attributes did you observe among social workers and in yourself as being the most critical in being an effective and culturally competent practitioner who maintains a strengths perspective in working with clients at the micro, mezzo, and macro levels?
Include in your response:
The important considerations in preparing for a social work career.
The factors to your selection of a particular area of social work practice and type of practice setting.
The importance of balancing personal and professional aspects of one’s life.
Project Management Case
You are working for a large, apparel design and manufacturing company, Trillo Apparel Company (TAC), headquartered in Albuquerque, New Mexico. TAC employs around 3000 people and has remained profitable through tough economic times. The operations are divided into 4 districts; District 1 – North, District 2 – South, District 3 – West and District 4 – East. The company sets strategic goals at the beginning of each year and operates with priorities to reach those goals.Trillo Apparel Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality
· Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position
# Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager
4
Sales Team
30
Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10
Maintenance
25
Operations
2500
Shipping Department
240
Total Employees
3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years and District 4 in the East has outgrown its current production facility. Because of this growth the executives want to expand the current facility, moving the whole facility 10 miles away. The location selected has enough room for the production and the shipping department. However, the current warehouse needs some renovation to accommodate the district’s operational needs.
The VP of Operations estimates the production and shipping warehouse move for District 4 will provide room required to generate the .
This document discusses various career information classification systems that provide resources to help career counselors and clients systematically explore occupational information. It describes classification systems like the Dictionary of Occupational Titles, Guide for Occupational Exploration, Standard Industrial Classification, Standard Occupational Classification, Occupational Outlook Handbook, Occupational Information Network, and Roe's Classification System. Each system organizes and groups occupations differently based on factors like the work performed, skills required, industries, and level of responsibility. The classification systems aim to help counselors and clients explore career options and make more informed decisions.
ASTD South Africa- State 2012 report - Marius MeyerSABPP
This report summarizes the key findings of the 9th Annual State of the South African L&D Industry Report for 2012. Some of the main findings include:
- Average training spend by organizations increased to 3.94% of payroll in 2012, up from 3.11% in 2010.
- Over 95% of organizations now have a computerized HR information system (HRIS) and use it for various HR functions.
- Training needs analyses most commonly use performance management data, customer complaint data, and interviews.
- Outsourcing of training design and delivery continues to rise, with 64% of design and 62% of delivery outsourced on average.
- Classroom learning remains the most popular training
This document contains lecture notes from a human resource management class. It discusses several topics:
- The hotel and restaurant industry employs over 8 million workers and has high turnover and lower wages.
- Key HR issues for the industry include leveraging human resources, high turnover, and employing many lower-skilled workers who impact customer experience.
- Future challenges for HR include balancing supply and demand for labor as the workforce ages and becomes more diverse. Benefit costs are also rising.
- The goal of HR is to contribute to business success by getting the right people in the right jobs at the right time and price, while motivating and developing employees.
The document is a salary survey of UK consumer sector professionals conducted in 2017. It provides:
1) Demographic information about the over 1,300 respondents such as most being male, in their 30s-40s, and educated to degree level or higher.
2) Insights into job satisfaction levels which correlate with seniority, salary and discipline. Operations staff reported lower satisfaction.
3) Average salaries ranging from £30,000 to over £160,000 depending on role. Most respondents received a salary increase under 2% but expect higher this year.
4) The top benefits desired are bonuses, pensions, and flexible working arrangements. Flexible working is especially important to female respondents.
The document provides an overview of a presentation on best practices for economic development. It discusses aligning economic development practices with the typical location selection process companies go through, which includes strategy development, investigating locations, due diligence, and after care. It provides examples of best practices for communities to be on companies' radars, prove they are the best location, deliver on promises during due diligence, and provide ongoing support after a company locates. The presentation encourages communities to consider if they are implementing these best practices and are truly competitive for jobs and investment.
The business plan summarizes Litti's Cafe objectives to earn profits through trust, taste and customer attraction by providing hygienic food at reasonable prices. The plan outlines the cafe's visions of business expansion and product diversification. A SWOT analysis identifies strengths in moderate investment and health environment, but weaknesses in being new to the market. The marketing plan describes target customers as students, staff and travelers. Financial plans project monthly revenues, expenses and profit through the first year.
This document outlines the Missouri Department of Labor and Industrial Relations 2011 Workforce Diversity Plan. It includes a policy statement committing to equal opportunity and a diverse workforce. It summarizes recruitment and retention efforts in 2011, including expanding outreach and standardizing interview processes. Goals for 2012 include continuing outreach and establishing relationships to improve recruitment. The plan provides an overview of the department and its agencies, as well as responsibilities for implementing and monitoring the diversity plan.
The document is an employee orientation presentation that provides an overview of the company Contoso. It discusses Contoso's mission of empowering collaboration, history of being founded in 2020 to create collaboration tools, leadership team, organizational structure, company policies, benefits, performance review process, resources, required paperwork, and concludes by welcoming the new employee.
This document presents a business model for producing and selling jute products. The objectives are to create eco-friendly products from jute, produce low-cost carry bags and fashionable jute goods, and raise awareness about jute. The proposed product range includes jute bags, printed shopping bags, laptop bags, folders, and men's handbags. The manufacturing process and financial projections are also outlined, including capital requirements, production costs, sales estimates, and profitability analysis. The business aims to take advantage of growing demand for sustainable alternatives to plastic while supporting the jute industry.
Using Labor Market Information for Career Decision-making and Job Search for ...DiscoverAbility NJ
The document summarizes a webinar presentation about using labor market information (LMI) for career decision making and job searches for people with disabilities. It discusses key LMI data sources like O*NET and BLS data on occupations and industries. Tools discussed include America's Career Info Network, Living Wage Calculator, and sources like the Riley Guide. Recent NJ reports on in-demand industries and a new tool called Real Time Jobs in Demand are also summarized. The presentation provides an overview of analyzing LMI to help people with disabilities make effective career choices and find current job openings.
This document provides an overview of human resource planning (HRP). It defines HRP as forecasting an organization's future demand for and supply of employees. The importance of HRP is that it ensures the organization has the right number and types of qualified employees. The HRP process involves environmental scanning, demand forecasting using techniques like ratios and regression analysis, supply forecasting using internal sources like current employees and external sources like new hiring, and implementing plans through recruitment, training, and retention strategies. Barriers to effective HRP include lack of managerial expertise, incompatible information, lack of manager involvement, time consumption, and unions. Requirements for effective HRP are alignment with corporate objectives, complete personnel records, long-term time
Healthcare Reform: A Practical and Strategic Look at the ImpactSikich LLP
These slides cover the information below. You can also view the live recording of this video here:
https://vimeo.com/69172281
- What we know today about healthcare reform
- Healthcare reform's impact on payroll, HR, and benefits
- Notice of Exchanges
- Updated COBRA notice
- Employer mandates
- Wage and hour update
- Areas of focus for 2013 and beyond
A large percentage of the labor force in the Rochester, NY area was nearing retirement age in 2014 and leaving the workforce. At the same time, there were over 23,000 vacant positions locally that employers had difficulty filling due to a lack of qualified candidates. Many jobs in the region require education beyond high school, but 60% of the fastest growing jobs may not have enough local residents qualified to fill them. This labor shortage could negatively impact the regional economy.
Slideshow from workshop "The Recession Ended: Where are the jobs?" presented during the annual RochesterWorks! Career Conference on January 1, 2015. See the video of the presentation at https://www.youtube.com/watch?v=BZnLIg09LK0.
Bloomberg Businessweek published a chart showing that both higher- and lower-wage workers are more likely than their middle-wage counterparts to spend time working on the weekend. I have expanded on their data to include a comparison of actual hours worked on a weekday or weekend by income group.
This document advertises a workshop called "Take Charge of Your Learning" that will help attendees advance their careers by taking control of their own learning. The workshop will explain why there are millions of job openings but also millions of unemployed Americans, and will contrast old versus new employment contracts. It will provide an easy-to-use planning tool to help attendees become more competitive in today's job market. The workshop will be held on March 17, 2014 from 9-11am at the RochesterWorks! Career Center; pre-registration is required either online or by email.
Why are there 4 million open jobs at a time when over 10 million Americans are unemployed? How can you be competitive in today's job market? In March I am piloting a one-page professional development planning tool that I call the "Take Charge of Your Learning" Plan. This is the slideshow from the workshop.
Training provider info session preview 2 12-14Lee Koslow
This document summarizes various workforce training programs available in Rochester, NY. It discusses:
1. The Workforce Investment Act (WIA) Training Grant, which funds career-oriented training programs up to 2 years and $5,000. Applicants must meet income guidelines and the training must lead to an in-demand occupation.
2. Trade Act, H-1B, and Section 599 unemployment grants have similar application processes but some different eligibility rules and funding amounts compared to WIA.
3. Veterans and ACCES-VR training benefits were briefly mentioned but not described.
4. Labor market information resources were provided to help training providers and applicants evaluate occupational demand and supply factors
This document is about an Open Badge Backpack, which is a website that allows users to create and view their collection of open badges. The sample badge shown was issued by the Experimental Badge Authority and is called "Badges 101", with the description "You really get badges!". The badge criteria can be found on the openbadges.org website.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
3. Let’s look at four labor market trends that suggest
some key strategies you might consider
1. Large numbers of long-term unemployed and parttime workers
2. Seasonal layoff patterns
3. Increasing population diversity
4. Changing employment patterns in occupations and
industries
5. • From July 2012 thru June 2013
RochesterWorks! served 30,418 job
seeker customers.
• 59% of them were Dislocated
Workers.
6. Why hire them?
• Number of Discouraged Workers is
declining
• Part-time workers want to work.
• Both groups likely have the “soft
skills” you need
• There are $$ available to help cover
on-the-job training costs
7.
8. Strategies
• Hire new employees from December
thru February
• If you typically lay off during this
timeframe, could you use the time to
strategically retain and train your most
valuable employees?
11. Groups to strategically recruit
•
•
•
•
•
Younger workers
Older workers
Women
Racial and ethnic minorities
Individuals with disabilities and
veterans
12. Occupations With Greatest Decline in
Finger Lakes Region
Job Title
SOC Code
Decline, 2010–
2020
Replacement Needs,
2010–2020
Postal service mail sorters, processors, and processing
machine operators
43-5053
-330
0
Sewing Machine Operators
51-6031
-290
0
Word processors and typists
43-9022
-220
100
Switchboard operators, including answering service
43-2011
-170
100
Postal service clerks
43-5051
-120
100
Pressers, textile, garment, and related materials
51-6021
-80
0
Computer operators
43-9011
-70
0
13. NYS Job Bank, November 2013, Finger Lakes Region
SOC
CODE
OCCUPATIONAL CATEGORY
APPLICANTS
OPENINGS
RATIO OF
APPLICANTS TO
OPENINGS
47206100
Construction Laborers
351
2
176:1
41909900
Sales and Related Workers, All Other
143
1
143:1
37201900
Building Cleaning Workers, All Other
111
1
111:1
43919900
Office and Administrative Support Workers, All Other
408
5
82:1
25203100
Secondary School Teachers, Except Special and Vocational Education
78
1
78:1
51403400
Lathe and Turning Machine Tool Setters, Operators, and Tenders, Metal and Plastic
66
1
66:1
35304100
Food Servers, Nonrestaurant
64
1
64:1
17302900
Engineering Technicians, Except Drafters, All Other
117
2
59:1
35101100
Chefs and Head Cooks
59
1
59:1
37301100
Landscaping and Groundskeeping Workers
233
5
47:1
35909900
Food Preparation and Serving Related Workers, All Other
133
0
No Openings
51209200
Team Assemblers
110
0
No Openings
43407100
File Clerks
96
0
No Openings
39501200
Hairdressers, Hairstylists, and Cosmetologists
68
0
No Openings
25202100
Elementary School Teachers, Except Special Education
66
0
No Openings
13208200
Tax Preparers
61
0
No Openings
21101900
Counselors, All Other
59
0
No Openings
39909900
Personal Care and Service Workers, All Other
51
0
No Openings
13209900
Financial Specialists, All Other
48
0
No Openings
35201100
Cooks, Fast Food
48
0
No Openings
35302200
Counter Attendants, Cafeteria, Food Concession, and Coffee Shop
46
0
No Openings
43503200
Dispatchers, Except Police, Fire, and Ambulance
43
0
No Openings
51301100
Bakers
40
0
No Openings
14. Separations for any reason in the
Rochester Metro, 4th Quarter of 2012
Rochester
MSA, Quar
ter
Construction
Separations
Manufacturing
separations
Q4 2012
5,478
7,433
Trade,
Transp, and
Utilities
12,509
Information
separations
1,799
Financial
separations
1,647
Prof and Bus
Svcs
separations
16,833
Education and
Health
Services
14,818
15. 1. Large numbers of long-term unemployed
and part-time workers
2. Seasonal layoff patterns
3. Increasing population diversity
4. Changing employment patterns in
occupations and industries
16. Find me on LinkedIn at www.linkedin.com/in/leekoslow/
Editor's Notes
Ruby developers ASAP—six months experience—looking for well over a year
Layoffs follow predictable, seasonal cycles. Involuntary separations tend to peak in December and January each year. In contrast, hiring tends to drop to its lowest level in the November–February period.
You will have the largest pool of available, experience workers and the least competition for them.
About 1/5 of MC workforce. The Labor Force Participation Rate experienced a sharp drop from 66% before the Great Recession to 63.7% in 2012 and is not projected to rebound any time soon. That means fewer working-age candidates for businesses to hire.
109,000 young men and women, 20-29, in MC. 42,000 in Rochester, 67,000 outside. According to a recent report from the OECD, 1/3 of low-skilled individuals in the US are aged less than 35. Born early 1980s (1982)-Early 2000s (2004)
Younger—you’ll need them to replace the Baby Boomers. Older—only age demographic whose LFP rate has increased in the last decade. Part time or consulting? Young women are more likely to have higher basic skills levels then their male counterparts (at a rate of about 2 to 1). Also non-traditional push. Racial/ethnic minorities—particularly black/African-American women (59.9%) and Hispanic or Latino men (77.8%).
So you cannot find qualified candidates who have experience in both the occupation and industry for which you are hiring. Could you find someone with experience in one or the other? Or perhaps a qualified candidate has experience in a related occupation or industry with the right set of transferable skills. Could fill recruiting needs in accounting and secretarial.
These industries are not necessarily in decline, but the workers may be available.