...enhance lifelong development Responsibility for own personal and professional development Implement and continually review own personal and professional development plan Demonstrate acquired interpersonal and transferable skills Comments: Assessor's Signature: Referred Date: Late: Yes No Internal Verification: Yes No I declare that the work I am submitting for assessment contains no section in copied in whole or part from any other source, unless it is explicitly by means of quotation mark or by mean of wholly indented paragraphs. I declare that I have also acknowledged such quotations by providing detailed references in an approved format. I understand that unidentified and unreferenced copying both constitutes plagiarism which is an offence. Student Signature: ___________________ Date: ______________________________ Received: _________________ Date: _____________________ WILLIAMS COLLEGE EDEXCEL Level 5 BTEC Higher Nationals Programme: Business Management Module 13: Personal and Professional Development Scenario You as a student of HND Business Management class is about to finish your first year of qualification, have started thinking of your personal and professional development. At the end of your first year of qualification you need to assess yourself on the basis of your previous experience and other educational achievements. You need to develop a portfolio of your own personal and professional development over the time...
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...Level 5 HND Diploma |Unit 13: Personal and Professional Development | |Business |2015/16 | |Student name |Assessor name | | |Mgr. Martin Krankus | |Date issued |Completion date |Submitted on | |13.2.2016 |28.5.2016 | | | | | |Assignment title |Personal and Professional Development | |Learning Outcome | |Assessment |In this assessment you will have the opportunity to present evidence that shows you |Task no. | | |Learning Outcome ...
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...Personal and professional development Unit Level: QCF Level 5 Module Tutor: AKM Asaduzzaman patwary The word limit is Minimum: 2500 Specification of Assessment • Unit abstract This unit is designed to enable learners to assess and develop a range of professional and personal skills in order to promote future personal and career development. It also aims to develop learners’ ability to organise, manage and practise a range of approaches to improve their performance as self-directed learners in preparation for work or further career development. The unit emphasises the needs of the individual but within the context of how the development of self-management corresponds with effective team management in meeting objectives. Learners will be able to improve their own learning, be involved in teamwork and be more capable of problem solving through the use of case studies, role play and real-life activities.----Ai assignment er answer er moddhe tara kintu apnar nijer development somporke answer expect kortechen...even apni Jodi SWOT analysis koren toa apnar nijer upore...tai vul korbenna answer korar time...third person er upore likhbenna...direct apnar nijer upore likhben....such as my/I LO1 Understand how self-managed learning can enhance lifelong development 1.1 evaluate approaches to self-managed learning. P1 1.2 propose ways in which lifelong learning in personal and professional contexts could be encouraged.P2 1.3 evaluate the benefits of self-managed...
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...Professional Development Level 5 15 Credits Sample Assignment Context It will have become evident to you from your time as a student, from your experience in employment and indeed from life in general that personal and professional development is on-going. An important aspect of this is making progress, fulfilling your potential and achieving success in life. In order to take this forward you have decided to produce a learning log which will consider theory and capture your plans and progress in relation to future career progression. You must carry out a number of tasks: Task 1 In the first section of the log you wish to understand how self-managed learning can enhance lifelong development. • Evaluate approaches to self-managed learning • Evaluate the benefits of self-managed learning to the individual and organisation. Task 2 Before completing the second section of the log you must carry out some research relating to the role and industry sector, where you are interested in progressing your career. This research will provide information on likely professional standards which you can benchmark yourself against and the organisational objectives of the business. You must state these in the log. Using this information: • evaluate your own current skills and competencies against professional standards and organisational objectives • identify own development needs and the activities required to meet them ...
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...A Personal and Professional Development Portfolio Contents Introduction 3 1.1 Evaluate approaches to self-managed learning 4 Seminars and Conferences 5 Social Networks and bulletin boards 5 Surfing the different website with Internet 5 Learning from others 5 Learning through research 6 News groups, Mentoring/coaching, Interviews 6 1.2 Propose ways in which lifelong learning in personal and professional contexts could be encouraged 6 1.3 Evaluate the benefits of self-managed learning to the individual and the organization 7 2.1 Evaluate own current skills and competencies against professional standards and organizational objectives 8 2.2 Identify own development needs and the activities required to meet them 9 2.3 Identify development opportunities to meet current and future defined needs 10 2.4 Devise a personal and professional development plan based on identified needs 10 3.1 Discuss the processes and activities required to implement the development plan 11 3.2 Undertake and document development activities as planned 12 3.3 Reflect critically on own learning against original aims and objectives set in the development plan 13 3.4 Update the development plan based on feedback and evaluation 14 4.1 Identify the reasons for cessation of employment with an organization 15 4.2 Describe the employment exit procedures used by two organizations 16 4.3 Consider the impact of the legal and regulatory framework on employment cessation...
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...context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill requirements of the changing VET environment. This is essential if the TAFE sector is to adequately meet the changing demands of its operating environment and specific markets. Some Institutes are already taking action to shape their future workforces, thus ensuring...
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...recognition that different competencies, and different levels of competency, are necessary to perform a given set of activities. DEFINITION Competency is defined as the ability to perform tasks and duties to the standard expected in employment. A competency standard is an industry-determined specification of performance which sets out the skills, knowledge and attitudes required to operate effectively in employment. Standards are made up of units of competency, which are themselves made up of elements of competency, together with performance criteria, a range of variables, and an evidence guide1. A competency framework describes a set of competency standards for employees and makes the expected knowledge and capabilities of employees explicit for those within and outside of the University. This set of standards has been determined by the University through a process of consultation and benchmarking. Competency frameworks are used by organisations to: • • • • • • Focus workplace performance on the organisation’s vision and values Align workplace behaviours with organisational objectives Provide a benchmark against which all individuals or a broad band of individuals can be evaluated for recruitment and selection, performance management, succession planning or promotion Facilitate matching people to roles Focus Learning and Development strategies Allow organisations to establish a competency database, especially for critical roles. This database...
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...Problem Solving-Based Scenarios: An Approach to Identify Opportunities to Create Value for the Business Introduction Today’s realities of leadership include increasing competition and intensity, reducing cycle times and costs, and improving productivity while at the same time growing the business and meeting increasing customer and Wall Street expectations. These pressures require leaders to redefine and redesign how to think, how to lead, and how to act. These shifts in the very nature of leadership and of work demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These...
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...Problem Solving-Based Scenarios: An Approach to Identify Opportunities to Create Value for the Business Introduction Today’s realities of leadership include increasing competition and intensity, reducing cycle times and costs, and improving productivity while at the same time growing the business and meeting increasing customer and Wall Street expectations. These pressures require leaders to redefine and redesign how to think, how to lead, and how to act. These shifts in the very nature of leadership and of work demand that the leader spend more time figuring out what to do next and how best to do it to add value to the corporation and the stakeholders. Problem solving is a core capability required to realize these opportunities. Leadership can be seen as a process of identifying opportunities and solving problems. Some problems are important; some are not important. Some problems are easy to define; others are complex. Some problems are easy to solve; others are difficult. Some are solved alone; many are solved with others, often under tremendous political and organizational pressures. Sometimes there is a problem; sometimes there is not a problem. All problem solving and solution development methods follow a process that may be adapted by the user and to the particular scenario or situation. As human beings, we tend to look to preserve the status quo and see the world as it has been. We look for patterns or approaches that have been successful in the past. These...
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...marketplace in which the organization is competing, the core competencies of the organization, recognizing how these can be applied to the goal of success, and then applying the organization's skills and competencies to accomplish the successes. This also means that the organization needs to identify areas it will not pursue – those that are not directly related to the core elements and competencies of the organization. As an example, if a company were focused on developing and manufacturing sporting equipment, it would need to determine if this includes all sporting equipment or a selection of products. Further, the company would need to determine what would be the various levels of support it would provide to its customers. For example, would the company take its equipment directly to the consumers for demonstrations and lessons on how to gain the optimal results with the equipment? All of these types of decisions would be the result of the organization developing a strategy for how it will conduct its business. All of this translates into Strategic Management with the intended result of gaining a competitive advantage in a business niche. Very simply, developing a Strategic Management Plan means having defined what is the best set of results the organization can attain or what the organization wishes to accomplish (from the Vision and Mission Statements), developing the ways to accomplish these results (Strategies), and measurable factors (Goals and Objectives). All of this is in...
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...business and needs of CanGo operations. During this period, Strategy One has identified areas that present specific operations issues and has made recommendations for each of these areas below. The issues discovered and discussed are strategic planning, organization, finance, project management, a project team, and project resource allocation and are presented in the information below with recommended resolutions. Week 1 Issues Issue #1 The first issue identified by Strategy One is in the area of strategic planning. CanGo has been a successful company to date by being a trail blazer and leader in the online retail resource vertical. In order for CanGo to continue its success, remain a leader and expand its offerings, strategic planning must be implemented in the management of the company. “The strategic management process is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. These elements are steps that are performed, in order, when developing a new strategic management plan. Existing businesses that have already developed a strategic management plan will revisit these steps as the need arises, in order to make necessary changes and improvements.” (Bushman, 2007) There is an admitted lack of planning in the current organization. By documenting the trending in what has been successful; CanGo will be able to remain an industry leader as long as this planning is a priority in deciding the future vision...
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...UNIT 5001V1 – Personal development as a manager and leader Task 1: A.C. 1.1 – Identify the importance of continual self-development in achieving organisational objectives It is important to continue to develop one’s skills and knowledge to help ensure that both management and staff are reaching their full potential. I currently work at the Income Tax Office in Gibraltar. Having also worked within the Private Sector I can see that there are times that the Civil Service needs to play catch up with other organisations. However, at my current department we are encouraged to further develop our skills and our most important attributes via training and coaching. Pedler, Burgoyne and Boydell describe self-development as personal development as an individual takes responsibility for their own learning and choose what means the will use to achieve their goals. “To learn and to progress, first recognise the key management and leadership challenges, get into action, reflect upon and learn from your experiences – and be seen to have done so.” (Pedlar, Burgoyne and Boydell, 2007) They further expanded and simplified Kolb’s learning theory and developed the following Learning Model: 1. Something happened – Brief description of an event. 2. What happened? – Interpretation of what it was that happened. 3. So what? – What meaning can be attributed to what happened in respect of your personal/professional life. 4. What now? – What are you going to do with what you...
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...Leadership Development Plan Prepared by FARUK ALBAYRAK Prepared for GM 592 2010 Table of Contents Purpose of Study page 3 Background Analysis page 4 Literature Review page 4 Benchmark Analysis page 6 SWOT Analysis page 9 Proposed Action Plan and Implementation Timeline page 14 Desired Future State page 15 References page 17 Purpose of the Leadership Development Plan The purpose of this leadership development program aims to develop step-by-step plan of study, as well as a more effective role in my current leaders in the past, leading to leadership positions. Of course, "Leadership in the 21st century," to understand the weak areas are allowed a series of tests led to intense self-evaluation of my leadership skills than me. I have about five years of management experience. I led the position of Operations Manager system years (three years) was also held over the quality assurance. Systems Operations Manager role for me, a team of three people, including the need to create work schedules. Our government customers, weekly, is created for each month, was responsible for creating the input required to issue each year. As the lead developer of quality...
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...addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades | Grade Descriptor | Indicative characteristics | Contextualisation | M1 Identify and apply strategies to find appropriate solutions, by using complex problems with more than one variable have been explored | Effective judgements have been made.An effective approach to study and research have been applied | M1: To achieve M1 you need to identify some of the types of benchmarking strategies used by organisations and analyse at least four of the stages used in Benchmarking, state some of the advantages of using the technique OR Identify and analyse the 7 elements in McKinsey’s model (Task1) | M2 Select/design and apply appropriate methods/techniques, by using a range of sources of information | Appropriate learning methods/techniques have been applied | M2: To achieve M2 you need to compare, strategies and demonstrate how they (PESTEL and Porter’s Five Forces ) influence your chosen organisation or as (Task2) | M3 Present and communicate appropriate findings by using an appropriate structure and approach | Coherent, logical development of principle/concepts for the intended audience. | M3: To achieve M3 Present or communicate your choice or chosen strategy using any structured method or approach. (Task 2) | D1 Use critical reflection to evaluate own work and justify valid conclusion | Conclusions have been...
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...success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had to be better aligned to ensure it had a pipeline to meet its goals both now and in the future. Challenge An additional challenge...
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