a comprehensive personal and professional development strategies where summarized as below. Chapter 01 Steps of Developing Professional Development Plan and CV Chapter 02 Evaluation on Professional Development Plan Chapter 03 Highlighted on Interpersonal and transferable skills Chapter 04 Focus on Learning in a professional context Table of contents Executive summary 01 Table of contents 02 Chapter 01 03-09 1.1 Introduction on Personal and Professional
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Be able to assess and plan for personal professional development My Career Plan Career Goal: To become a financial manager. To design, plan, control and supervise the financing of construction of buildings, highways, and rapid transit systems. Requirements: • Bachelor's degree in Accounting. • Ability to work as part of a team. • Creativity. • Analytical mind. • Capacity for detail. • Presentation skills. • Writing skills. • Knowledge of physical social sciences and mathematics. • Accreditation
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developing a comprehensive personal and professional development strategies where summarized as below. Chapter 01 Steps of Developing Professional Development Plan and CV Chapter 02 Evaluation on Professional Development Plan Chapter 03 Highlighted on Interpersonal and transferable skills Chapter 04 Focus on Learning in a professional context Table of contents Executive summary 01 Table of contents 02 Chapter 01 03-09 1.1 Introduction on Personal and Professional Development 1.2 Self Assessment
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UNIT 6 PERSONAL AND PROFESSIONAL DEVELOPMENT IN HEALTH AND SOCIAL CARE Unit abstract The aim of this unit is to act as a focal point for all other units in the programme and embed the vocational nature of the qualification. In addition to the requirement for work experience and the opportunity to relate theory to practice, the unit will enable you to bring together your learning from other units. You will initially explore factors that affect learning, then plan and monitor your own
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lifelong development by evaluating the approaches to self managed learning, ways in which lifelong learning in personal and professional contexts could be encouraged and the benefits of self managed learning to the individual and organisation. There will be also information about my own current skills and competencies against professional standards and those of organisation objectives. Identifying of my own development needs and what activities are required to meet them. Personal development opportunities
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Running head: Personal Responsibility 1 Personal Responsibility Tia U. Robinson Gen/200 January 26, 2012 Eric Graves Personal Responsibility 2 Personal Responsibility Personal responsibility can be defined in many ways. It has different meaning in many aspects of daily life. This essay will discuss the definition of personal responsibility and how it relates to both daily living and education. This essay will also discuss a preliminary plan to practice personal responsibility
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skills and values essential for effective teamwork. They provide opportunities for individuals and organisations to understand how they perform in difficult and arduous conditions. This workbook serves as a record of activities, development of skills, reflection, future plans and also includes witness statements to be completed by tutors or lecturers. Careful completion of this workbook in relation to the activities carried out will provide evidence to support the learning outcomes for the module.
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Introduction 1 2. Background 1 3. Personal Skills, Knowledge and Attitude 2 3.1 My SKA profile 2 3.2 Skill audit 3 3.3 SWOT analysis 3 4. Personal learning style 4 5. Team Engagement 5 6. Personal Actions Plan 6 7. Masters Learning Personal Reflection 8 8. Conclusion 9 REFERENCE 10 APPENDIX 1: PERSONAL SKILL AUDIT 11 APPENDIX 2: LEARNING STYLE QUESTIONAIRE 15 APPENDIX 3: TEAM ROLES PERSONAL INVENTORY: BELBIN 20 1. Introduction Personal development skill plays a significant role in
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|Title |Introduction to personal development in health, social care or children’s and young | | |people’s settings | |Unit ref |SHC 22 | |Level |TWO
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competitive advantage. One such HR practice that enables competitive advantage is in training and development of its staff. Noe et al (2012:98) noted that in the knowledge economy it is the organization’s intangible assets which provide for competitive advantage. A company’s intangible assets comprise human capital, intellectual capital, social capital and customer capital. Training and Development When there are deficiencies in key skills required by an organization, this can result in poor performance
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