Instruction:

Annotated presentation on an individually assigned topic defining it, explaining its key characteristics, describing the best practices and/or recent HRM trends related to it, 1’000 words +/- 20%. Your assigned topic is the same as before. You should go straight to the task, without repeating the Assignment 2 (no more need to introduce the topic or discuss its importance in management). We make it ONLY in the Powerpoint document of 1000+- words, no other report needed. In the PPT slides, you have to put comments to each slide under the “Click to add notes” (annotated presentation, representing a PowerPoint file with commented slides)

–HARVARD REFERENCES AT LEAST 3

– NO PLAGIARISM

Topic:

“Managing employee performances in HUMAN RESSOURCES”

Key points of my topic that I would like to discuss

– Contribute to optimal staff engagement

– Strengthen individual competitiveness in the labor market

– Develop diverse skills and capacities according to needs by using own potentials

– Enable staff to act competently

– Reach companies objectives

What I started already don’t copy it just follow the direction I started:

Model of performances required in a company:

It is a model that breaks down a company’s vision and strategic objectives into concrete and observable skills and behavior patterns. It makes it possible to bring employees’ expertise closer to the company’s requirements so that the same guideline is followed.

This model is divided into different sections starting from the top management to the bottom management. It makes it possible to fill jobs based on skills, whether through the development of internal employees or the recruitment of external employees.

For instance, we can take two models, professional and conceptual or basic:

Professional:

– The set of knowledge and skills specific to the exercise of a job

– Training, continuing training, technical/industry knowledge, professional experience

– It defines what makes a person an expert in a domain

– Language expression and computer skills are also part of professional competencies

Conceptual:

– Organization of work

– Analysis and synthesis

– Written expression (language)

– Initiative and creativity

– Global vision and sense of perspective

Evaluations (yearly, monthly, or less):

To guarantee the insurance that everyone follows the same path, companies need to manage their skills needs as their market evolves while preserving social peace and strengthening the motivation of their teams. To solve this, the human resources departments are increasingly using the annual evaluation interview to scale the employee’s performance and identify the training needs and possibilities of evolution in the company. The skills assessment interview is also a privileged moment in the relationship between a manager and his or her employee. It is also desirable to clarify relationships and set new performance and development perspectives.

To do this, the manager must have the means to commit to specific elements in terms of increase to reward performance or choice of training. If the assessment consequences are not directly visible to the employee, the process may be perceived as unnecessary and complicated.

Instruction:

Annotated presentation on an individually assigned topic defining it, explaining its key characteristics, describing the best practices and/or recent HRM trends related to it, 1’000 words +/- 20%. Your assigned topic is the same as before. You should go straight to the task, without repeating the Assignment 2 (no more need to introduce the topic or discuss its importance in management). We make it ONLY in the Powerpoint document of 1000+- words, no other report needed. In the PPT slides, you have to put comments to each slide under the “Click to add notes” (annotated presentation, representing a PowerPoint file with commented slides)

–HARVARD REFERENCES AT LEAST 3

– NO PLAGIARISM

Topic:

“ Managing employee performances in HUMAN RESSOURCES”

Key points of my topic that I would like to discuss

– Contribute to optimal staff engagement

– Strengthen individual competitiveness in the labor market

– Develop diverse skills and capacities according to needs by using own potentials

– Enable staff to act competently

– Reach companies objectives

What I started already don’t copy it just follow the direction I started:

Model of performances required in a company:

It is a model that breaks down a company’s vision and strategic objectives into concrete and observable skills and behavior patterns. It makes it possible to bring employees’ expertise closer to the company’s requirements so that the same guideline is followed.

This model is divided into different sections starting from the top management to the bottom management. It makes it possible to fill jobs based on skills, whether through the development of internal employees or the recruitment of external employees.

For instance, we can take two models, professional and conceptual or basic:

Professional:

– The set of knowledge and skills specific to the exercise of a job

– Training, continuing training, technical/industry knowledge, professional experience

– It defines what makes a person an expert in a domain

– Language expression and computer skills are also part of professional competencies

Conceptual:

– Organization of work

– Analysis and synthesis

– Written expression (language)

– Initiative and creativity

– Global vision and sense of perspective

Evaluations (yearly, monthly, or less):

To guarantee the insurance that everyone follows the same path, companies need to manage their skills needs as their market evolves while preserving social peace and strengthening the motivation of their teams. To solve this, the human resources departments are increasingly using the annual evaluation interview to scale the employee’s performance and identify the training needs and possibilities of evolution in the company. The skills assessment interview is also a privileged moment in the relationship between a manager and his or her employee. It is also desirable to clarify relationships and set new performance and development perspectives.

To do this, the manager must have the means to commit to specific elements in terms of increase to reward performance or choice of training. If the assessment consequences are not directly visible to the employee, the process may be perceived as unnecessary and complicated.