...Introduction to Career Development Research Project May 11, 2013 Introduction Career development researchers pay little attention to the career experiences of persons with disabilities (Niles & Harris-Bowlsbey, 2002). Even scholars who call on the profession to engage in more advocacy often fail to identify the near silence that exists on behalf of persons with disabilities (Niles & Harris Bowlsbey, 2002). Clearly, this is an embarrassing, and inexcusable, gap in the career development literature (Niles & Harris Bowlsbey, 2002). Based on the Participation and Activity Limitation Survey (PALS) of 2006, people with disabilities make up 16.5% of the adult population 15 years and older in Canada, or nearly 4.2 million people (Counsel of Canadians with Disabilities, 2013). People classified as having a disability in PALS are those who indicate any difficulty hearing, seeing, communicating, walking, climbing stairs, bending, learning or doing any similar activities or who have a physical condition or mental condition or health problem that reduces the amount or kind of activity they can do at home, work or school or in other activities such as transportation or leisure (Counsel of Canadians with Disabilities, 2013). The purpose of this paper is to illustrate the unique career considerations of the disabled in the career counseling process. Three career counseling services will be illustrated that will meet...
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...Service. This decision changed my life. The training was 16 weeks of marketing, recruitment, communication skills, and many valuable technics that align with human resources. I relocated to Oklahoma City where I recruited for the United States Air Force. During the last 12 months of my enlistment, my assignment transferred to “Operations” which is a department of recruiting services which processes new enlistments. I found this training extremely valuable and rewarding. After a successful career of 20 years in the Air Force, I wanted to pursue a second career in Human Resources. I accepted a position with the Department of Human Services,...
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...Introduction Human Resource Development (HRD) fundamentally aims at refining the performance of employees through organized training, career development and thereby organizational development. It is obvious that if HRD issues are not appropriately controlled, then organization may face diminished performance and may start a slow decaying. Productivity may suffer and cultural clatters may increase. Employees may suffer low skills and low knowledge. Fascinating and retentive talent becomes difficult task for the organization. It is also right that effective results are probable only with the quality of the training provided to the employees. It is correspondingly significant to evaluate the need of the training, the nature of the training provided,...
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... |School of Business | | |HRM/300 Fundamentals of HumanResourceManagement | Copyright © 2009, 2008 by University of Phoenix. All rights reserved. MU12BSM05 7/11/2012-8/8/2012 Course Description This course explores the critical role of human achieving resources in business results. The course will help students to have a solid understanding of the fundamentals of human resource management and its strategic relevance in business today. This course will provide students with a critical perspective on the development of human capital in the context of a unified system of attracting, retaining and developing talent that creates and supports the vision and values of the organization. Students will develop an understanding of the critical business implications for human resource professionals today. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be...
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...Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. • An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly as they help establish a set of core competencies that distinguish an organization from its competitors. To work with people effectively, we have to o Understand human behaviour o Be knowledgeable about various systems and practices available o Be aware of economic, technological social and legal issues • Core Competencies – Integrated knowledge sets within an organization that distinguishes it from its competitors and delivers value to customers. • Sustained competitive advantage through people is achieved if these human resources: o Have value. o Are rare and unavailable to competitors. o Are difficult to imitate. o Are organized for synergy. • The impact of HR practices o Cost savings – reduce turnover, absenteeism, cost of losing value...
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...Mentoring Made Easy A practical guide NSW Government Publication ISBN 0 7310 9771 8 Written by Carlie Spencer Updated by Kathy Tribe Designed by Jana Sokolovskaja © Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 First published 1996 Second edition 1999 Third edition 2004 To order more copies, please contact: Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 Level 17, Bligh House, 4-6 Bligh Street Sydney NSW 2000 Phone 02 9228 4444 Fax 02 8243 9484 TTY 02 9228 3544 Email eeo@eeo.nsw.gov.au Home page www.eeo.nsw.gov.au CONTENTS Introduction .............................................................................................................................. 4 What is Mentoring? .................................................................................................................. 5 Why a Mentoring Program? ..................................................................................................... 6 The Benefits of Mentoring Programs ....................................................................................... 7 Steps to a Successful Mentoring Program............................................................................... 9 Choosing a Mentor................................................................................................................. 15 Roles and Attributes of the Mentee and Mentor.......................................
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...the 1960’s and 1970’s. This organization has a number of helpful links for managers to access that address issues such as biases against diverse ethnic and immigrant communities of Asian American and Pacific Islander populations. I specifically liked the connection this information has that can be utilized for Asian community development. For example: 1. Fellowships and Scholarships 2. Service Learning and Internship Program 3. Student Leadership Development and Organizational Development I chose to elaborate on the Student Development and Organization Development, because these student organizations prepare students in leadership through campus and community issues, work on campus, and alumni groups. These organizations are good resources for companies who are looking for future talent with leadership and organizational skills. 2. Diversity Resources http://www.diversityresources.com/ Summary of the information found on this site: Diversity Resources publishes diversity and multicultural educational and training materials for organizations. The products they offer includes electronic multi-media multicultural calendar, video and print training materials, e-Learning, and books on cross-cultural competence in health care. This organization has a number of helpful links for managers to access that address issues such as communication, conflict resolution, culture, disability, discrimination, gender, harassment, religion, respect, and diversity in general. I specifically...
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...Research Paper MBA620 Dr. Martelli Shiyi Lu 18 Oct 2013 The company I chose is IBM. IBM's organizational structure is typical of multi-product or multi-business companies. In this article I will through three ways to analyze that company. There is company’s background, employment, issued facing the company. * Background “Since its inception, IBM has been a company that defined itself not by particular products, technologies or leaders, but by persistent values.” (IBM, 2012) [1]. Throughout IBM’s 101 years development history: ‘think’ is not just a word to lead the company today. It becomes the culture of IBM, even the company’s mission is changed, and even their values are more clearly and more successfully today. Because of this kind of corporate culture, “In July 2003, the 320,000 employees of IBM reexamined their relationship with our company and with each other. In a 72-hour online discussion that took place on IBM’s global intranet, they shaped and committed to three values that will guide everything we do.” During IBM 101 year’s development, their business covers many fields. Today, IBM begin to transformed into a globally and service integrated enterprise. IBM’s operations in five business segments: Global Technology Services (GTS): IT infrastructure services and business process services. Global Business Services (GBS): Professional services and application management services. Software: Middleware and operating systems software. Systems and Technology:...
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...Recruitment Induction & Retention Focus Area #2 Customer Service Focus Area #3 Career Pathways Focus Area #4 Fostering a Training Culture Detailed Action Plan 3 4 6 9 10 11 12 13 15 Definitions THA VET Tasmanian Hospitality Association Vocational Education and Training RTOs Registered Training Organisations AACs Australian Apprenticeship Centres 2 Hospitality Industry Skills Plan – June 2012 Foreword The hospitality industry employs approximately 20 000 people1, which is equal to approximately 11% of the Tasmanian workforce. The industry is heavily reliant on casual labour with part-time and casual employees making up almost three quarters of the hospitality workforce in Tasmania2. The role and contribution of the industry to both the economy and community is largely unrecognised. This is reflected in the fact that only a small proportion of employees perceive hospitality as a long term career choice. As hospitality is a service based industry, a skilled workforce is a key requirement to ensure quality service delivery to both local and visitor markets. In order to provide quality service employees require access to training which delivers the essential skills and knowledge. Access to training is only one element of the equation. Also essential is venue owners and operators placing more value on the benefits of training, as well as engaging more effectively with training providers to ensure training meets the needs of both the business and the employees. The hospitality...
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...So You Want to Become a Human Resource Manager Outline Thesis: This report will offer insights into the challenging field of a Human Resource Manager. I. Introduction A. Definition B. Background C. Statistics of Job Openings D. Thesis and Purpose E. Source and Scope of Research II. Career Analysis A. Nature of the Work 1. Occupational Specialists 2. Duties and Responsibilities 3. Working Conditions a. Hours b. Environment B. Employment Requirements 1. Education a. Bachelor’s degree b. Master’s degree c. Professional certifications 2. Personal Skills a. People skills b. Organizational skills c. Communication skills C. Employment Outlook a. National b. Colorado D. Salary and Benefits 1. Salary a. National b. Colorado 2. Benefits a. Health b. Paid Leaves/Vacations c. Stock options E. Advantages and Challenges III. Conclusion A. Summary of Findings B. Interpretation of Findings C. Recommendations So You Want to be a Human Resource Manager INTRODUCTION With the extremely high competition in the business world, corporations are looking to recruit the best and the brightest in employees. To keep these employees happy and to reduce huge turnovers, companies have relied on human resource managers to make an environment in which these valued employees can be productive and profitable. Human resource managers make sure that upper management...
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...INTRODUCTION I. BACKGROUND Our future growth relies on competitiveness and innovation, skills and productivity... and these in turn rely on the education of our people. – Julia Gillard. The increase of low-income, low-skilled youth in the labor market, particularly in developing countries, is a major concern internationally. In some regions of the world, young people are nearly three times as likely as adults to be unemployed. They are also more likely to work in the informal labor market than adults, in low quality jobs that offer limited socio-economic security, training opportunities, and working conditions. This enormous unlocked potential represents a substantial loss of opportunity for both individuals and society. With increasing emphasis being given to work- and skills-based solutions to economic competition and poverty in the developing world, comes a renewed focus on technical and vocational education and training (TVET) as a means to expand opportunities for marginalized youth (Tripney, et. al., 2013). Enhancing the quality of basic education in the Philippines is urgent and critical. In line with this, one of the discussions of DepEd which incurred on October 2010 is to enhance the basic education program of the country in a way that is least disruptive to the current curriculum, most affordable to government and families, and aligned with international practice through the K-12 policy. The poor quality of basic education is reflected in the low achievement scores of...
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...is accurate to the best of MART’s and NSDC’s knowledge and belief, the content is not to be construed in any manner whatsoever as a substitute for professional advice. MART and NSDC neither recommend nor endorse any specific products or services that may have been mentioned in this report and nor do they assume any liability or responsibility for the outcome of decisions taken as a result of any reliance placed in this report. Neither MART nor NSDC shall be liable for any direct or indirect damages that may arise due to any act or omission on the part of the user due to any reliance placed or guidance taken from any portion of this report. Page 1 of 91 Acknowledgement We are thankful to Mr. Dilip Chenoy, CEO&MD National Skill Development Corporation, New Delhi for giving us an opportunity to undertake the study. We are extremely grateful...
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...f- ^ ^ ^ tC^L X Human Resource Management R. WAYNE MONDY, SPHR in collaboration with JUDY BANDY MONDY McNeese State University Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource...
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...help aid disabled Americans. In order to complete exception services, the for-profit organization will build on its profits to establish new and creative opportunities in rehabilitation, employment, and job trainings. The organization will establish a foundation by developing a mission, value statement, and purpose. A team of ethical leaders will establish a mission statement, code of ethics, and leadership in the community. Description The target population Beyond will provide services for are adults with disabilities. The minimum age to be a client with the organization is 21 years of age. In addition, clients must provide a professional medical documentation stating their disabilities in order to become a client of the organization. Client’s disabilities will range from individuals that utilize wheelchairs to adults with personality disorders. Employees will be certified and trained to supervise adults with disabilities in employment opportunities and rehabilitation services. Rehabilitation services will act as a foundation to develop the skills necessary to function in the community and employment. Employment will be provided through highest contracts with community organizations with a standing reputation. The organization will be responsibility for locating new employment and development opportunities for the adults that are transitioning from rehabilitation services. Clients will require funding to take part in the rehabilitation and habilitation services with the organization...
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...Lanka………………………………………………..3 3. Youth employment and unemployment in Sri Lanka…………………….7 4. Policies for youth unemployment……………………………………….11 Supply side: improving human capital Education and training Guidance and counseling Job placement and labor mobility Demand side: creating job opportunities Job creation and public work Job prospects for youth in information economy Promoting self-employment and supporting small enterprise 5. Conclusion………………………………………………………………20 6. Bibliography…………………………………………………………….21 Introduction Out of all the precious resources of our country, the most important resource is the human resource. Let me give you some figures: Sri Lanka’s population is 19.7 million and it is expected to increase up to 22 million during the next 10 years. Our labour force is 8 million. Young men and women in Sri Lanka account for 18.5 % of the population. Unemployment rate of the country at present is 7% and of which youth unemployment between ages 16-24 is 22%. Sri Lanka for decades is facing major challenges in providing employment and meeting aspirations of the youth. Economic policies during the past few decades have contributed to the economic growth, at present it is 6.5 - 7%. However, benefits of growth have not reached many segments of the population and sufficient domestic entrepreneurship development has not taken place among the youth. Lack of entrepreneurial culture of the youth and thus queuing for public sector employment is the present day scenario...
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