The document provides an overview of career planning and development. It defines career as a sequence of positions held over a person's working life. It discusses the need for career development in organizations to make the best use of human resources. It outlines the objectives, process, advantages and limitations of career planning for both individuals and organizations. Career planning aims to match employees' skills and goals to current and future opportunities to improve motivation and productivity.
The document outlines a five-part process for developing a talent management information strategy:
1. Prepare a project statement that defines the mission and stakeholders. The example mission is to conduct regular employee assessments and provide customized training recommendations.
2. Identify components like succession planning, performance reviews, and training needs to include in the system.
3. Create a data flow chart to map how demographic and evaluation data will be collected and shared in reports.
4. Develop a management plan detailing who will input and design the system.
5. Analyze existing HR systems and issue a request for proposal to design a new integrated talent management solution.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
The document outlines the key functions of human resource management (HRM) which include managerial functions, operative functions, and advisory functions. Managerial functions involve planning, organizing, directing, and controlling human resources. Operative functions encompass recruitment, job analysis, training, compensation, and separation. Advisory functions include advising top management and departmental heads on personnel programs, policies, and maintaining employee morale.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
This document discusses several models of human resource management (HRM), including the Harvard model developed in 1984, the Michigan model, and the strategic HRM model. The Harvard model focuses on employee commitment rather than control and sees HRM as a strategic partner aligned with business objectives. It evaluates HR policies based on their impact at the individual, organizational and societal levels. The Michigan model emphasizes matching the right people to the right jobs and using selection, appraisal and rewards to increase organizational effectiveness. The strategic HRM model aims to attract, retain and develop employees through financial and non-financial rewards in order to improve efficiency, adaptability and performance.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
This document provides an introduction to human resource management, including its objectives, nature, and differences from personnel management. Some key points:
- HRM is concerned with acquiring, developing, motivating, and maintaining human resources to achieve organizational goals. It involves functions like recruitment, training, compensation, and more.
- HRM is an inherent part of management performed by all managers, not just a personnel department. It is people-centered and aims to develop individuals while meeting organizational needs.
- The objectives of HRM are to obtain maximum individual and organizational development, maintain good employee relations, and mold human resources to achieve goals.
- HRM differs from traditional personnel management in its strategic focus on human
Factors Affecting Human Resource PlanningJAGJITSINGH25
This document discusses factors that affect human resource planning. It identifies key factors such as the type and strategy of the organization, organizational growth cycles, environmental uncertainties, the type and quality of information used, time horizons, the labor market, and outsourcing. It provides details on each factor and how they influence determining the right number and type of employees needed at different stages of an organization.
This document provides a summary of a project report on succession planning in senior management. It includes an executive summary, introduction on human resource management and succession planning, importance of succession planning, the succession planning process, leadership competencies, advantages of succession planning, mistakes to avoid, and case studies on succession planning at Murugappa Group and Infosys. The project received certification from the project coordinator and the author acknowledges the coordinator for permitting the project work.
Human resource management deals with managing an organization's workforce. It involves planning, organizing, and overseeing functions like recruiting, training, performance evaluations, and compensation. The document provides definitions and concepts of HRM, discusses its functions and objectives, and traces its evolution from treating labor as a commodity to recognizing employees as valuable assets. It also outlines the scope and importance of HRM policies for organizations.
Strategic Compensation: A Component of Human Resource ManagementAsif Ali Khaskheli
This document discusses compensation management and strategic compensation as part of human resource systems. It defines compensation as monetary and non-monetary value provided to employees in exchange for work. The objectives of compensation are to focus employees' efforts, attract quality employees, recruit and retain qualified employees, and motivate employees. Proper compensation aims to attract talent, motivate employees, reward performance, reduce turnover, and manage compensation budgets. Theories of compensation discussed include reinforcement theory, expectancy theory, equity theory, and agency theory.
Career Planning and Succession Planning - Principles of Human Resource Manage...Rai University Ahmedabad
Career and succession planning is very important for every individual, here, students will study about in what stage of life they should lead to the career growth path.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Succession planning involves systematically developing a pipeline of internal talent to fill critical leadership roles when vacancies occur. It aims to identify the best candidates for each position and concentrate resources on developing high-potential employees. An effective succession planning process identifies key roles, assesses current and future competencies needed, evaluates talent, identifies competency gaps, and establishes development plans to fill those gaps. This helps ensure leadership continuity, retain top talent, and prepare new leaders for their roles.
The document discusses two popular models of human resource management: the Matching Model and the Harvard Model. The Matching Model suggests that a company's strategy, structure, human resource management system, and external environment should all closely align. The Harvard Model outlines four areas of HR policy and their relationship to organizational outcomes and consequences. It proposes that HR policies should aim to achieve commitment, congruence, competence and cost effectiveness among employees.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
This document discusses career planning and its importance. It defines career as a long-term occupation undertaken to earn monetary benefits. Career planning consists of self-assessment, exploration, decision-making, taking action, and evaluation. The key steps in career planning are to assess one's interests, research options, make decisions, take action on goals, and continually evaluate progress. Career planning is important to capitalize on opportunities, succeed in a competitive world, and become a respected professional.
Career planning and development involves three key steps:
1. Analyzing one's own skills, knowledge, abilities and aptitudes to understand their current qualifications and potential career paths.
2. Researching potential career opportunities both within and outside one's current organization to establish both short-term and long-term career goals.
3. Developing an action plan and undertaking self-improvements through education and training to achieve one's personal career vision and goals over time.
Career Planning & Development For Employees.rajeevgupta
1) The document discusses career planning and development for employees, focusing on both organization-centered and individual-centered approaches.
2) It emphasizes the importance of self-reflection, analyzing one's skills and values, and taking responsibility for one's own career path and continuous development.
3) The document outlines various career periods and issues like career plateaus as well as development approaches organizations can take, including on-the-job training, coaching, and executive education.
The document discusses career planning and development, outlining that a career is a sequence of related jobs that provide meaning over a person's working life. It describes the three stages of career development as self-development, career exploration, and career management. The document also discusses the four stages of choosing a career as self-awareness, opportunity awareness, decision making, and taking action, as well as identifying one's career anchor that drives them at work. Finally, it defines career planning as the systematic process of selecting career goals.
Management development involves providing managers with opportunities to learn, grow, and change through management education, training, and on-the-job experiences. Describing the manager's job, several approaches have been used including characteristics, roles, process models, and holistic approaches. Determining management development content should begin with needs assessment and be impacted by factors like globalization.
Career planning involves a lifelong process of self-assessment, research into academic and career options, and gaining relevant work experience to help individuals match their goals and opportunities. It is important for both individuals and organizations, as it provides clarity, growth opportunities, and aids in retention. For individuals, the process includes self-assessment, exploring options, practical experience like internships, and job searching. Organizations also engage employees in direction-setting, transition planning, and outlining career paths and options. Effective career planning requires initiative, feedback, and a supportive environment from both parties.
The document discusses career planning and development. It defines career and the objectives of career development such as retaining employees and optimizing human resources. It describes the different stages of career development including exploratory, establishment, maintenance, and decline. It also discusses succession planning, management development programs, and performance appraisals. The overall purpose is to help employees progress in their careers and ensure organizations have the right people for leadership roles.
The document discusses the role of human resource development (HRD) managers in organizations. It outlines five key roles or components of an HRD manager's responsibilities: 1) Evaluator of HRD programs' impacts on organizational efficiency, 2) Management of the organizational learning system, 3) Operational manager planning and coordinating the HRD department, 4) Strategist for long-term HRD planning and integration, and 5) Marketing specialist to advance HRD within the organization.
The document provides an overview of interview preparation, types of interviews, dos and don'ts, common questions, and important job sites. It discusses preparing for an interview by researching the company and role, dressing professionally, and practicing answers to common questions. Two main types of interviews are one-on-one and panel interviews. The document offers tips for a successful interview such as maintaining eye contact, being confident, and focusing on strengths rather than weaknesses. Important interview questions are also outlined.
Open-ended questions that avoid yes or no answers keep interviews engaging. Good interviewers listen carefully to answers and ask follow-up questions that reveal more details. They also redirect questions in response to answers to explore new topics or different perspectives. Proper emphasis on different words in questions can help convey meaning and impact when interviewing for television.
The document provides symbols and definitions used in architectural and engineering drawings. It includes symbols for architectural plans, structural elements, plumbing, HVAC, fire protection, materials, landscape, and drawing conventions. Key symbols defined are for walls, sections, fixtures, piping systems, materials, windows, doors, dimensions and references. The document is a comprehensive guide to the standardized symbols and abbreviations used in construction documents.
The document provides an introduction to psychological testing. It defines key terms related to tests, describes different types of tests including ability and personality tests, and discusses the historical development of psychological testing from ancient civilizations to modern times. Testing aims to evaluate individual differences and has roots in Darwin's theory of evolution and the work of early researchers measuring human characteristics. Standardized tests are now widely used in the 21st century.
Psychological tests were developed to assist in understanding human behavior and making important decisions in an objective manner. Tests provide standardized samples of behavior that can be used to infer underlying traits and make comparisons to norms. This allows for decisions to be made with less bias than relying solely on subjective human judgment. Tests quantify results to precisely describe behaviors and allow for clearer communication than qualitative descriptions alone.
Having the right career is important as it can determine pride, self-image, living standards, and social circles. Standard of living refers to quality of goods and services affordable and can be minimal for basic needs or high for additional wants. Choosing a career involves considering personality, interests, skills, life goals, and current job trends in fields like health, computers, education and business which are in demand now and foreseeably.
The document discusses career planning and development. It defines career and explains that career planning helps organizations sustain employee productivity and prepare for change. The objectives of career planning are to identify opportunities, reduce turnover, increase productivity, identify career stages to enhance motivation, and help employees reach career goals. Career planning involves assessing skills, counseling, determining career paths, succession planning, and providing feedback. It is important for both employee development and achieving organizational goals.
Psychological test meaning, concept, need & importancejd singh
This document discusses psychological testing. It defines psychological testing as a standardized measure of a person's behavior that is used to observe differences among individuals. It notes that tests measure constructs like abilities, functioning, and personality. The document outlines the objectives, need, importance and types of psychological tests. It describes the major characteristics of tests including standardization, norms, reliability and validity. Finally, it provides examples of commonly used psychological tests.
HRM - The employment exchanges Act 1959Ranjeet Singh
This document summarizes the Employment Exchanges (Compulsory Notification of Vacancies) Act of 1959 in India. The key points are:
1. The act aims to help unemployed persons find suitable jobs by making it compulsory for employers to notify vacancies to employment exchanges.
2. It applies to establishments with 25 or more workers in non-agricultural activities in both public and private sectors.
3. Employers must notify vacancies to the relevant employment exchange at least a week before interviews for local exchanges and 3 weeks before for central exchanges.
This document discusses career development and the roles of both employers and employees in the career development process. It outlines several methods that organizations can use to support career development, including career planning workshops, career counseling, mentoring, and personal development plans. Both employers and employees have important roles to play - employers should encourage and reward employees, while providing development opportunities. Employees are responsible for assessing their own skills and knowledge, seeking career information, and establishing goals. The document also presents five typical career stages from preparation for work to late career.
Psychological tests are formal tools used to measure mental functioning and behaviors. They can be administered in various settings like schools, hospitals, and workplaces to assess abilities, personality, and neurological status. Common uses of tests include education placement, career counseling, diagnosing disorders, and selecting job applicants. Tests vary in their administration method, targeted behaviors, and purpose between ability, personality, and clinical domains. Proper tests are standardized, objective, use norms, and are reliable and valid measures of their intended construct.
The document discusses career planning and provides information on various aspects of career planning such as what a career is, the career planning process, tips for building a career, the importance and benefits of career planning, myths about career planning, and sources to use for career planning. It was prepared by a group of students and covers topics like self-assessment, exploration, decision making, taking action, and evaluation, which are the key steps in the career planning process.
what is career?, Career Planning, features of Career Planning, Need of Career planning, career stages by Douglas T. Hall, Organizational career planning by P. Subba Rao, Succession planning, Career Development and Elements of career development.
Career planning and development are important concepts for employees and organizations. Career planning aims to identify an individual's skills, interests, and goals and establish plans to achieve career objectives by matching personal potential with organizational needs over time. Career development refers to programs that align an individual's abilities with current and future opportunities in an organization and has a long-term focus on matching employees' growth with future roles. The course will help students understand the basic concepts of jobs, careers, career planning, and career development.
What is the concept of career planning?Nageshwar Das
#ilearnlot, What is the Concept of Career Planning? Definition, Objectives, Process, and Benefits! Career is viewing as a bunch or collection of jobs or positions. Generally, it describes an applicable career path within the structure of the organization. Basically, it shows the principal personnel development paths within the organization.
Career development is an ongoing process that involves taking stock of yourself and your career goals. It requires ongoing learning and growth. Some key aspects of career development include strong performance, gaining exposure within your organization through networking, and career planning to meet objectives like retaining talent and improving employee motivation. Regular career development processes help organizations retain talented employees and reduce turnover.
For a bright career one tries every possible thing and is ready to even pay a whole lot of his family income to gain a good job.
but now one can get a job very easily and without destroying a whole lot by just logging in to www.dhung.com and seeing his/her career take a sharp rise ahead.
1. Career planning involves mapping out employees' career paths within an organization based on their abilities to help them advance. This helps attract and retain talent, improve motivation and productivity, and ensure the organization has the right human resources to achieve its goals.
2. Career planning benefits both individuals and organizations by providing employees with growth opportunities and job satisfaction while helping the organization develop talent internally and meet its human resource needs.
3. The career planning process involves identifying employees' career aspirations, analyzing opportunities within the organization, developing strategies to address any mismatches, and regularly reviewing career plans.
This document provides an overview of career planning presented by Shubham Nandi at Prestige Institute of Management in Gwalior. It defines career planning as the systematic process by which individuals select career goals and paths to achieve them. It also benefits organizations by helping employees develop within the context of business needs. The presentation covers the need, objectives, characteristics, elements, principles, process, guidelines, and advantages of effective career planning. It concludes with some potential limitations of long-term career planning.
This document provides an overview of career planning and career development. It discusses key concepts like career anchors, objectives of career planning, the career planning process, models of career planning, stages of career development, roles in career development, and importance of career development. Initiatives for career development include workshops, counseling, mentoring, and personal development plans. Both individual initiatives like self-assessment and organizational initiatives like employee development programs are important for effective career planning and development.
This document discusses career planning, development, and succession planning. It defines career planning as a process where an individual sets career goals and identifies means to achieve them. Career development is a formal approach organizations use to ensure people with proper qualifications are available when needed. The document also discusses the objectives of career planning, such as identifying employee strengths and developing awareness of uniqueness. It states that succession planning identifies potential successors in advance to fill key positions as needed.
Career planning and succession planning are both important processes for employees and organizations. Career planning involves self-assessment, exploring career options, gaining experience, and setting goals to further an individual's career. Succession planning identifies critical roles, the necessary competencies for those roles, and strategies to develop internal candidates to fill future vacancies, helping to ensure the continued success of the organization. Some key steps in succession planning include identifying critical positions, assessing required competencies, developing strategies like training programs, documenting succession plans, and evaluating their effectiveness over time. Both processes aim to benefit both individuals and organizations by supporting career growth and strategic management of human resources.
The document discusses several key aspects of human resource management including definitions, objectives, functions, and processes. It defines human resource management as the activity concerned with the intelligent utilization of human resources to achieve management goals. The objectives of human resource management are to develop employee capabilities, increase cooperation and involvement, and make the organization adaptable to changes. Key functions include recruitment, selection, orientation, training, development, and retention of staff through promotions and incentives.
Career planning and succession planning are important for organizations and employees. Career planning involves self-assessment, exploring academic and career options, gaining relevant experience, and conducting a job search. It helps attract and retain talent, improve productivity and morale, and aid in succession planning. Succession planning defines and plans for replacing key roles. Organizations provide career development programs through training, mentoring, and feedback to help employees progress along their career paths. Career stages impact planning as employee needs change over time. Regular assessments and action planning are important parts of effective career development systems.
The document discusses career planning and succession management. It covers topics such as career stages, factors influencing career choices, the importance of career planning for individuals and organizations, career planning processes, issues that can impact careers, and succession planning. Specifically, it outlines the steps in succession planning as identifying current job holders and qualified potential replacements, assessing their performance and readiness, and developing a plan to fill future vacancies from within the organization. Succession planning helps ensure continuity and a steady flow of talent to key roles.
The document provides details about the recruitment and selection process at GEO TV in Pakistan. It begins with an introduction and overview of recruitment, including definitions and the need for recruitment. It then describes the various sources of recruitment for GEO TV, including both internal sources like promotions, transfers, and former employees, as well as external sources like campus recruitment, advertisements, employment exchanges, and contractors. The document also discusses factors that influence the recruitment process, such as the labor market, unemployment rate, company growth, and recruitment policies.
The document discusses career planning in organizations. It defines career planning as establishing career objectives and determining educational programs to develop skills to achieve short- or long-term career goals. It notes that career planning helps employees achieve a better match between personal goals and organizational opportunities. The career planning process involves identifying individual needs and aspirations, analyzing career opportunities, aligning needs and opportunities, and establishing action plans and periodic reviews. It discusses analyzing career paths and assessing employee potential through performance reviews to align careers with organizational needs.
The document discusses the process of career planning and how it enables employees to identify career goals. It outlines the key steps in career planning, including identifying individual needs and aspirations, analyzing career opportunities, identifying matches and mismatches between employee goals and opportunities, formulating and implementing strategies, reviewing career plans, and providing career counseling. The document also provides examples of discussing career advancement advantages and what employees want from their employers.
Career development involves assessing one's skills and interests to further their work identity over various career stages. There are typically three career phases for nurses: promise (early career), momentum (middle career), and harvest (late career). Organizations should support career development through career paths, performance assessments, training, and challenging assignments. Effective career coaching involves gathering employee data, discussing future opportunities, and setting a career plan. Barriers to career development can include personal and financial factors, family obligations, age perceptions, and lack of organizational support.
Integrating Career Paths into HR PracticesSeta Wicaksana
As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs.
In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development.
That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
The document discusses designing pay levels, structures, and surveys. It covers determining competitive pay levels and structures through defining relevant labor markets, designing and conducting salary surveys, analyzing survey data, and setting pay policies. The goal is to collect compensation data from competitors to determine appropriate pay levels and structures for matching jobs internally and staying competitive externally.
The document discusses methods of collecting data for research. It describes primary data collection methods like observation, interviewing, surveys, and experimentation which involve directly collecting unpublished data from original sources. Secondary data collection methods involve using already published data for research purposes and include sources like census reports, company annual reports, and reports from government departments and international organizations. Both primary and secondary data have advantages and limitations for research. The choice of data collection method depends on the specific needs and conditions of the study.
The document discusses and compares various survey methods and observation techniques used in market research. It provides classifications and criteria for evaluating different methods. Survey methods include telephone interviews, in-person interviews, mail surveys, and internet surveys. Observation techniques range from personal observation to mechanical, audit, content, and trace analysis. The document also outlines relative advantages and disadvantages of observation methods compared to survey approaches.
The document provides an overview of different types of marketing research data and qualitative research procedures used to collect and analyze marketing data. It discusses survey data, observational data, experimental data, qualitative data, and secondary vs. primary data. It then describes various qualitative research procedures like focus groups, depth interviews, and projective techniques. The remainder of the document provides details on planning and conducting focus groups, moderator qualifications, advantages and disadvantages of different qualitative research methods, and comparisons between focus groups, depth interviews, and projective techniques.
A research design is a framework that details the procedures needed to obtain information to solve marketing problems. It includes defining needed information, designing exploratory, descriptive, or causal phases, specifying measurement and sampling procedures, and developing a data analysis plan. Research designs are classified as exploratory, descriptive, or causal depending on their objectives and characteristics. Exploratory research aims to provide insights and is flexible, while descriptive and causal research have clearly defined objectives and structured processes.
Marketing research involves systematically collecting, analyzing, and reporting information to improve marketing decisions. There are two main types: problem identification research which helps identify unknown issues, and problem solving research which addresses specific problems. Problem solving research includes segmentation research, product research, pricing research, promotional research, and distribution research. The goal of marketing research is to provide relevant information to marketing managers to help them make better decisions around segmentation, targeting, marketing programs, and performance.
Hypotheses are assumptions that can be tested scientifically. A null hypothesis assumes no difference or relationship, while an alternative hypothesis predicts a difference or relationship. Statistical tests determine if results reject the null hypothesis. A Type I error rejects a true null hypothesis, while a Type II error fails to reject a false null hypothesis. Two-tailed tests consider results higher or lower than predicted, while one-tailed tests consider only one direction of difference. Common statistical tests include z-tests, t-tests, chi-squared tests, and F-tests.
The document provides an overview of several theories of international trade, including mercantilism, absolute advantage, comparative advantage, Heckscher-Ohlin theory, and product life cycle theory. It discusses key aspects of each theory such as how they explain patterns of trade and specialization between countries. Mercantilism stressed accumulating gold by encouraging exports and discouraging imports. Absolute advantage argued that countries should specialize based on where they are most productive. Comparative advantage built on this by recognizing even without an absolute advantage, trade can benefit countries. Heckscher-Ohlin theory focused on specializing based on a country's most abundant resources. Product life cycle theory examined how products are traded as they progress through different stages.
This document discusses stages of internationalization for companies. It suggests there are four main stages - domestic, early international involvement, advanced international involvement, and multinational. The early stages involve occasional exporting while later stages see companies establishing foreign production or fully integrated multinational operations.
The document discusses the history and modern development of globalization. It begins around 3000 BC with trade links between early civilizations, and continued through periods like the Islamic Golden Age. After World War 2, political planning broke down borders to increase trade and interdependence. Globalization since then has integrated national economies through increased trade, investment, technology sharing, and global institutions like the WTO. Both benefits and criticisms of economic globalization are mentioned.
The document discusses international business opportunities in India. It notes that India has high-skilled labor and a growing middle class, making it attractive for business. However, a uniform strategy is not advisable due to cultural diversity across regions. Several sectors like IT, pharmaceuticals, and infrastructure have potential. Bodies like CII and FICCI help foster international ties and make policy recommendations. Overall, international business in India is growing significantly and future prospects are positive.
The document summarizes India's export-import (EXIM) policy. It discusses the objectives of EXIM policy as facilitating globalization and promoting productivity and competitiveness. It outlines various export promotion schemes like duty drawback, export promotion capital goods scheme, and duty exemption/remission schemes. It also discusses volumes of EXIM policy, foreign trade policy 2009-2014 which aimed to double India's exports and share in global trade, and highlights incentives introduced or extended like benefits for status holders, income tax exemptions, and enhanced export credit insurance coverage.
The document summarizes India's foreign trade policy for 2009-2014. The key objectives of the policy are to double India's exports by 2014 and share in global trade by 2020. It outlines various export promotion schemes like duty drawback, EPCG, and duty exemption schemes. The policy aims to simplify procedures, provide higher support for new markets and products, and increase targets and incentives under existing schemes like Focus Market and Focus Product. It also announces extensions of benefits and higher allocations for various sectors to boost foreign trade and earnings.
Europe is a continent located in the Northern Hemisphere and Western Hemisphere. It is bordered by the Arctic Ocean to the north, the Atlantic Ocean to the west, and the Mediterranean Sea to the south. Europe has a population of over 800 million people and a diverse mix of cultures and religions, with Christianity being the dominant religion. The major political entities in Europe include the European Union and the Council of Europe.
This document discusses international distribution and logistics. It defines distribution channels and international channel systems, including direct and indirect exporting. It also lists factors that influence channel selection and the various components of an international logistics system, such as fixed facilities location, transportation, inventory management, order processing, and materials handling/warehousing.
This document discusses various tools and frameworks for analyzing international markets and selecting markets for expansion, including the BCG matrix, GE matrix, and analyzing market attractiveness and business strength. The BCG and GE matrices map markets based on growth rate and relative market share/position to determine strategies such as invest, build, protect, harvest. Additional factors for assessing market attractiveness and business strength are also provided, along with corresponding strategies for different market profiles.
The document discusses India's institutional infrastructure for export promotion. It outlines the various government organizations that work to promote exports, including the Department of Commerce, Export Promotion Councils, Commodity Boards, autonomous bodies like APEDA and MDEDA, and state-level export promotion agencies. The roles of these institutions include creating export awareness, providing assistance and incentives to exporters, addressing trade barriers, and facilitating international marketing operations.
1. The wage fund theory advocated by John Stuart Mill assumes that the supply of labor is fixed and demand for labor consists of a fixed sum determined by capitalist employers, with demand determined by the size of the wage fund.
2. The standard of living theory advocated by Karl Marx assumes that wages should allow workers to support themselves and their families and live comfortably according to societal standards.
3. The bargaining theory proposed by John Davidson assumes that wages are determined by the relative bargaining power of employers and employees.
1. The chapter discusses external competitiveness in pay levels and determining pay relative to competitors.
2. External competitiveness is influenced by labor market factors like supply and demand, product market factors like competition and demand, and organization factors like industry and strategy.
3. Setting pay levels impacts labor costs, while pay mix focuses on attracting and retaining employees relative to competitors.
Ardra Nakshatra (आर्द्रा): Understanding its Effects and RemediesAstro Pathshala
Ardra Nakshatra, the sixth Nakshatra in Vedic astrology, spans from 6°40' to 20° in the Gemini zodiac sign. Governed by Rahu, the north lunar node, Ardra translates to "the moist one" or "the star of sorrow." Symbolized by a teardrop, it represents the transformational power of storms, bringing both destruction and renewal.
About Astro Pathshala
Astro Pathshala is a renowned astrology institute offering comprehensive astrology courses and personalized astrological consultations for over 20 years. Founded by Gurudev Sunil Vashist ji, Astro Pathshala has been a beacon of knowledge and guidance in the field of Vedic astrology. With a team of experienced astrologers, the institute provides in-depth courses that cover various aspects of astrology, including Nakshatras, planetary influences, and remedies. Whether you are a beginner seeking to learn astrology or someone looking for expert astrological advice, Astro Pathshala is dedicated to helping you navigate life's challenges and unlock your full potential through the ancient wisdom of Vedic astrology.
For more information about their courses and consultations, visit Astro Pathshala.
Delegation Inheritance in Odoo 17 and Its Use CasesCeline George
There are 3 types of inheritance in odoo Classical, Extension, and Delegation. Delegation inheritance is used to sink other models to our custom model. And there is no change in the views. This slide will discuss delegation inheritance and its use cases in odoo 17.
AI Risk Management: ISO/IEC 42001, the EU AI Act, and ISO/IEC 23894PECB
As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
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Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
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Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
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Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
1. ASSIGNMENT ON CAREER PLANNING AND DEVELOPMENT<br /> Submitted By: Submitted To:<br /> Tanu Priya Prof. Nirmal<br /> Prashila Pradeep<br /> Arpita Ashish<br /> <br />Career planning and development<br />INTRODUCTION<br />MEANING OF CAREER: A Career has been defined as the sequence of a person's experiences on different jobs over the period of time. It is viewed as fundamentally a relationship between one or more organizations and the individual. To some a career is a carefully worked out plan for self advancement to others it is a calling-life role to others it is a voyage to self discovery and to still others it is life itself. A career is a sequence of positions/jobs held by a person during the course of his working life. According to Edwin B. Flippo,“ A career is a sequence of separate but related work activities that provide continuity, order and meaning to a person’s life” .According to Garry Dessler, “The occupational positions a person has had over many years”. Many of today's employees have high expectations about their jobs. There has been a general increase in the concern of the quality of life. Workers expect more from their jobs than just income. A further impetus to career planning is the need for organizations to make the best possible use of their most valuable resources the people in a time of rapid technological growth and change.<br />CAREER DEVELOPMENT<br />Career development, both as a concept and a concern is of recent origin. The reason for this lack of concern regarding career development for a long time has been the careless, unrealistic assumption about employees functioning smoothly along the right lines, and the belief that the employees guide themselves in their careers. Since the employees are educated, trained for the job, and appraised, it is felt that the development fund on is over. Modern personnel administration has to be futuristic, it has to look beyond the present tasks, since neither the requirements of the organisation nor the attitudes and abilities of employees are constant. It is too costly to leave 'career' to the tyranny of time and casualty of circumstances, for it is something which requires to be handled carefully through systematisation and professional promoting. Fortunately, there has lately been some appreciation of the value of career planning and acceptance of validity of career development as a major input in organisational development. Career development refers to set of programs designed to match an individual’s needs, abilities, and career goals with current and future opportunities in the organization. Where career plan sets career path for an employee, career development ensures that the employee is well developed before he or she moves up the next higher ladder in the hierarchy.<br />CAREER PLANNING<br />Career Planning is a relatively new personnel function. Established programs on Career Planning are still rare except in larger or more progressive organizations. Career Planning aims at identifying personal skills, interest, knowledge and other features; and establishes specific plans to attain specific goals. Aims and Objectives of Career Planning: Career Planning aims at matching individual potential for promotion and individual aspirations with organizational needs and opportunities. Career Planning is making sure that the organization has the right people with the right skills at the right time. In particular it indicates what training and development would be necessary for advancing in the career altering the career path or staying in the current position. Its focus is on future needs and opportunities and removal of stagnation, obsolescence, dissatisfaction of the employee.<br />OBJECTIVE OF CAREER PLANNING:<br />•To attract and retain the right type of person in the organization.<br />•To map out career of employees suitable to their ability and their willingness to be trained and developed for higher positions.<br />•To have a more stable workforce by reducing labour turnover and absenteeism.<br />•It contributes to man power planning as well as organizational development and effective achievement of corporate goals.<br />•To increasingly utilize the managerial talent available at all levels within the organization.<br />• To improve employee morale and motivation by matching skills to job requirement and by providing opportunities for promotion.<br />•It helps employee in thinking of long term involvement with the organisation.<br />•To provide guidance and encourage employees to fulfill their potentials.<br />•To achieve higher productivity and organizational development.<br />•To ensure better use of human resource through more satisfied and productive employees.<br />•To meet the immediate and future human resource needs of the organisation on the timely basis.<br />NEED FOR CAREER PLANNING<br />To desire to grow and scale new heights.
8. It increases employee loyalty as they feel organization care’s about them.ADVANTAGES OF CAREER PLANNING & DEVELOPMENT<br />In fact both individuals and the organization are going to benefit from career planning and development. So the advantages are described below:<br />For Individuals<br />1. The process of career planning helps the individual to have the knowledge of various career opportunities, his priorities etc.<br />2. This knowledge helps him select the career that is suitable to his life styles, preferences, family environment, scope for self-development etc.<br />3. It helps the organization identify internal employees who can be promoted.<br />4. Internal promotions, up gradation and transfers motivate the employees, boost up their morale and also result in increased job satisfaction.<br />5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization.<br />6. Employee will await his turn of promotion rather than changing to another organization.This will lower employee turnover.<br />7. It improves employee’s performance on the job by taping their potential abilities and further employee turnover.8. It satisfies employee esteem needs.<br />For Organizations<br />A long-term focus of career planning and development will increase the effectiveness of human resource management. More specifically, the advantages of career planning and development for an organization include:<br />1. Efficient career planning and development ensures the availability of human resources with required skill, knowledge and talent.<br />2. The efficient policies and practices improve the organization’s ability to attract and retain highly skilled and talent employees.<br />3. The proper career planning ensures that the women and people belong to backward communities get opportunities for growth and development.<br />4. The career plan continuously tries to satisfy the employee expectations and as such minimizes employee frustration.<br />5. By attracting and retaining the people from different cultures, enhances cultural diversity.<br />6. Protecting employees’ interest results in promoting organizational goodwill<br />CAREER PLANNING AND DEVELOPMENT PROCESS<br /> 1. Identifying individual needs and aspirations: It’s necessary to identify and communicate the career goals, aspiration and career anchors of every employee because most individuals may not have a clear idea about these. For this purpose, a human resource inventory of the organization and employee potential areas concerned.<br />2. Analyzing career opportunities: The organizational set up, future plans and career system of the employees are analyzed to identify the career opportunities available within it. Career paths can be determined for each position. It can also necessary to analyze career demands in terms of knowledge, skill, experience, aptitude etc.<br />3. Identifying match and mismatch: A mechanism to identifying congruence between individual current aspirations and organizational career system is developed to identify and compare specific areas of match and mismatch for different categories of employees.<br />4. Formulating and implementing strategies: Alternative action plans and strategies for dealing with the match and mismatch are formulated and implemented.<br />5. Reviewing career plans: A periodic review of the career plan is necessary to know whether the plan is contributing to effective utilization of human resources by matching employee objectives to job needs. Review will also indicate to employees in which direction the organization is moving, what changes are likely to take place and what skills are needed to adapt to the changing needs of the organization<br />CAREER PLANNING & DEVELOPMENT STAGES<br />Exploration: Almost all candidates who start working after college education start around mid-twenties. Many a time they are not sure about future prospects but take up a job in anticipation of rising higher up in the career graph later. From the point of view of organization, this stage is of no relevance because it happens prior to the employment. Some candidates who come from better economic background can wait and select a career of their choice under expert.
9. Guidance from parents and well-wishers: Establishment this career stage begins with the candidate getting the first job getting hold of the right job is not an easy task. Candidates are likely to commit mistakes and learn from their mistakes. Slowly and gradually they become responsible towards the job. Ambitious candidates will keep looking for more lucrative and challenging jobs elsewhere. This may either result in migration to another job or he will remain with the same job because of lack of opportunity.
10. .Mid-Career stage: This career stage represents fastest and gainful leap for competent employees who are commonly called “climbers”. There is continuous improvement in performance. On the other hand, employees who are unhappy and frustrated with the job, there is marked deterioration in their performance. In other to show their utility to the organization, employees must remain productive at this stage. “climbers” must go on improving their own performance. Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to settle down in their jobs and “job hopping” is not common.
11. Late-Career stage: This career stage is pleasant for the senior employees who like to survive on the past glory. There is no desire to improve performance and improve past records. Such employees enjoy playing the role of elder statesperson. They are expected to train younger employees and earn respect from them.
12. Decline stage: This career stage represents the completion of one’s career usually culminating in to retirement. After decades of hard work, such employees have to retire. Employees who were climbers and achievers will find it hard to compromise with the reality. Others may think of “life after retirement”LIMITATIONS OF CAREER PLANNING & DEVELOPMENT<br />Despite planning the career, employees face certain career problems. They are:<br />Dual Career Families:-With the increase in career orientation among women, number of female employees is on increase. With this, the dual career families have also been on increase. Consequently, one of those family members might face the problem of transfer. This has become a complicated problem to organizations.
13. Low ceiling careers:-Some careers do not have scope for much advancement. Employees cannot get promotions despite their career plans and development in such jobs.
14. Declining Career Opportunities:-Career opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. Solution for such problem is career shift.
15. Downsizing and careers:-Business process reengineering, technological changes and business environmental factors force the business firms to restructure the organizations by and downsizing. Downsizing activities result in fixing some employees, and degrading some other employees .Career planning can become a reality when opportunities for vertical mobility are available. Therefore, it is not suitable for a very small organization.
16. Others:-Several other problems hamper career planning. These include lack of an integrated human resources policy, lack of a rational wage structure, absence of adequate opposition of trade unions, lack of a good performance reporting system, ineffective attitudinal surveys, etc.