This document discusses the role of consultancy in bridging the gap between management student expectations and industry expectations. It provides an overview of the global consulting industry and revenues. It also discusses the present situation of management graduates in India, the expectations of both students and the industry. There is a gap between their mindsets. The document outlines the objectives, research methodology, data collection methods, data analysis and findings of a study on the role of consultancy in addressing this gap. It analyzes data from questionnaires given to 13 consultancy firms on how they recruit and select management students for client roles.
This document provides an overview of human resource practices in the consulting industry. It discusses job analysis and design for consultants, which can include generalist or specialist roles. Performance appraisal in consulting aims to motivate employees and ensure their contributions align with business goals, while also helping employees understand their roles. Training is important given the diverse backgrounds of consultants and need to adapt to different client cultures. Job design is challenging with cross-domain, project-based work.
A project report on contemporary trends in human resource acquisitionBabasab Patil
The document discusses human resource management and acquisition. It defines HRM as concerned with acquiring, developing, motivating, and maintaining human resources. The acquisition function involves planning, recruitment, selection, and socialization. Recruitment sources include internal referrals, advertising, educational institutions, walk-ins, online job boards, job fairs, recruitment agencies, and government agencies. The Internet has significantly impacted recruitment by allowing companies to reach a wider audience.
HR for Student Activities | Recruitment and Selection Workshop Mohamed El-Baroudi
The document provides an overview of a recruitment and selection workshop. It begins with introductions and expectations. The workshop will cover topics like recruitment strategies, selection tools, developing recruitment plans, and onboarding. It also gives background on HR history and the evolution of HR functions. Job analysis, interviews, employment branding, and developing recruitment and selection plans are discussed. Case studies are included. The document provides a thorough overview of the recruitment and selection process and related HR concepts to be covered in the workshop.
457. hr outsourcing & its challenges[mimt]keshav10
The document appears to be a dissertation on HR outsourcing in India. It includes an introduction that defines HR outsourcing and discusses its various forms. It then discusses the benefits of HR outsourcing such as cost savings, ability to focus on core competencies, access to expertise, and compliance. The literature review section further explores the types of outsourcing like BPO, KPO, and ITO. It discusses the functions commonly outsourced and provides an overview of the Indian economy relevant to the HR outsourcing industry.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
The recruitment industry in India has grown significantly in recent years and is expected to continue growing. It was worth Rs. 2000 crores in 2010 and has grown at a 21% compound annual rate to an estimated Rs. 22,800 crores in size currently. Demand for staffing is high across many sectors like banking, insurance, IT and others. While opportunities exist, the industry also faces challenges like low operating margins, availability of talent, and developing new business models for continued growth.
E-recruitment wipro project file
it helps for the Wipro e-recruitment
it is depends on the project of wipro company
its is usefull to all the people who will do the project of e-recruitment
It is mainly used for the job purpose.
The document discusses several topics related to human resource management (HRM) including:
1. The top three challenges facing HR executives over the next 10 years will be retaining and rewarding employees, developing future corporate leaders, and creating a culture that attracts top talent.
2. Obtaining and optimizing human capital will be the biggest investment challenge for organizations.
3. The most effective tactics for attracting, retaining and rewarding employees will be flexible work arrangements, emphasizing trust and communication in corporate culture, and providing career advancement opportunities.
This document provides an overview of human resource practices in the consulting industry. It discusses job analysis and design for consultants, which can include generalist or specialist roles. Performance appraisal in consulting aims to motivate employees and ensure their contributions align with business goals, while also helping employees understand their roles. Training is important given the diverse backgrounds of consultants and need to adapt to different client cultures. Job design is challenging with cross-domain, project-based work.
A project report on contemporary trends in human resource acquisitionBabasab Patil
The document discusses human resource management and acquisition. It defines HRM as concerned with acquiring, developing, motivating, and maintaining human resources. The acquisition function involves planning, recruitment, selection, and socialization. Recruitment sources include internal referrals, advertising, educational institutions, walk-ins, online job boards, job fairs, recruitment agencies, and government agencies. The Internet has significantly impacted recruitment by allowing companies to reach a wider audience.
HR for Student Activities | Recruitment and Selection Workshop Mohamed El-Baroudi
The document provides an overview of a recruitment and selection workshop. It begins with introductions and expectations. The workshop will cover topics like recruitment strategies, selection tools, developing recruitment plans, and onboarding. It also gives background on HR history and the evolution of HR functions. Job analysis, interviews, employment branding, and developing recruitment and selection plans are discussed. Case studies are included. The document provides a thorough overview of the recruitment and selection process and related HR concepts to be covered in the workshop.
457. hr outsourcing & its challenges[mimt]keshav10
The document appears to be a dissertation on HR outsourcing in India. It includes an introduction that defines HR outsourcing and discusses its various forms. It then discusses the benefits of HR outsourcing such as cost savings, ability to focus on core competencies, access to expertise, and compliance. The literature review section further explores the types of outsourcing like BPO, KPO, and ITO. It discusses the functions commonly outsourced and provides an overview of the Indian economy relevant to the HR outsourcing industry.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
The recruitment industry in India has grown significantly in recent years and is expected to continue growing. It was worth Rs. 2000 crores in 2010 and has grown at a 21% compound annual rate to an estimated Rs. 22,800 crores in size currently. Demand for staffing is high across many sectors like banking, insurance, IT and others. While opportunities exist, the industry also faces challenges like low operating margins, availability of talent, and developing new business models for continued growth.
E-recruitment wipro project file
it helps for the Wipro e-recruitment
it is depends on the project of wipro company
its is usefull to all the people who will do the project of e-recruitment
It is mainly used for the job purpose.
The document discusses several topics related to human resource management (HRM) including:
1. The top three challenges facing HR executives over the next 10 years will be retaining and rewarding employees, developing future corporate leaders, and creating a culture that attracts top talent.
2. Obtaining and optimizing human capital will be the biggest investment challenge for organizations.
3. The most effective tactics for attracting, retaining and rewarding employees will be flexible work arrangements, emphasizing trust and communication in corporate culture, and providing career advancement opportunities.
This document summarizes a research paper that studied the effect of recruitment and selection on employee retention, with employee engagement as a mediating factor. The study was conducted on small and medium enterprises in Nigeria. The findings revealed that recruitment and selection alone do not have a substantial effect on retention, but combining it with employee engagement strategies can significantly improve retention. Specifically, employee engagement was found to mediate the relationship between recruitment/selection and employee retention. The document provides background on recruitment/selection, employee engagement, and retention based on previous literature.
Dr. Nivedita Srivastava founded 9links, an assessment organization with 20 years of experience in psychometric assessments. The document outlines 9links' services in employability skills assessment, managerial/leadership assessment, and competency mapping. It provides details on Dr. Srivastava's background and qualifications, as well as the advising team. Assessment tools and services are described for different job levels and sectors. The organization has received awards for its work in assessments and publishes internationally on skills models in India.
The document discusses recruitment and selection of employees. It begins by stating that recruitment should be preceded by analyzing the job requirements and determining if replacement is necessary. It describes selection as "buying" an employee, so poor selection can be very expensive. It lists some common sources of recruitment like internal promotion, careers officers, advertising. It discusses the application process and importance of checking qualifications and health. It describes different interview formats and techniques to aid in selection like testing for aptitudes, attainments, intelligence. The key aspects are analyzing job needs, considering internal candidates, checking applications thoroughly, and using various interview techniques and tests to select the best candidates.
In this chapter we learn about those most important skills that are important for better career. Those skills are Communications Skills (listening, verbal, written), Flexibility/Adaptability/Managing Multiple Priorities, Ability to functioning admirably under pressure, Leadership/Management Skills, Planning/Organizing, Problem-Solving/Reasoning/Creativity/Decision-Making, Analyzing and Investigating/Research Skills, Teamwork, Commercial mindfulness (or business keenness), Information technology, Perseverance and inspiration/Initiative/Self-Motivation, Self-Confidence, Time Management Abilities, Ability to Accept and Learn From Criticism.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
This document provides an introduction and overview of a study on the performance appraisal system at Delta Paper Mills Limited in Vendra, India. It was submitted by Akshay Gupta to fulfill requirements for a Master's degree. The study aims to analyze Delta Paper Mill's performance appraisal practices and determine if improvements can be made. Primary data will be collected through questionnaires, interviews, and observations of employees. Secondary data will also be gathered and analyzed. The document outlines the objectives, importance, and methodology of the study to evaluate Delta Paper Mill's performance appraisal system.
Talent management in a process of acquisition and retention of employees in s...Julian Dabrowski
This report, in a form of a presentation, contains results of PhD thesis research.
It was prepared as a follow-up for the survey conducted during ABSL Chapter Poznań meeting.
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
This document presents a summer project presentation on employability standards of technical and commercial graduates/post-graduates in India. It discusses the research methodology used, which included a questionnaire distributed to 17 HR managers. The data analysis finds that communication and interpersonal skills are the most important for employability. Industry respondents said interpersonal skills will be most important for future employment. When recruiting, 45% look for interpersonal/communication skills. Most industries prefer graduate-level candidates. The findings suggest improving practical experience and sector-specific placements in academic programs.
This document provides an overview of human resources topics including:
- Issues facing the Toronto labor market such as skills mismatches and polarization of jobs/incomes
- Challenges for HR in 2011 like talent management, technology impact, and legal/compliance issues
- The importance of HR planning to address future labor needs and trends
- Best practices for HR to serve as a strategic partner like understanding business priorities and developing employees
- Common findings from HR audits such as improper hiring practices and outdated employment policies
The document contains sections on career progression in HR, relational climates in organizations, knowledge/skills for jobs, and stages of HR transformation. It concludes with case studies and questions.
The document discusses recruitment and selection trends in the ITES-BPO sector in the National Capital Region of India. It provides an overview of the BPO industry in India and the various services offered. It then discusses the challenges in recruitment, sources of recruitment including internal and external sources, and trends in recruitment such as outsourcing. Common hiring strategies used by BPO companies include referrals, campus recruitment, advertisements, and HR consultants.
The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
The JOAR DYNAMIC manpower agency recruits both skilled and unskilled workers locally and internationally to meet client needs. It aims to satisfy clients and ensure workers are qualified physically, mentally and professionally. The agency provides recruitment, training, and outsourcing services to improve client processes and productivity.
Impact of Recruitment & Selection Processes on Employee Performance: A Study ...Sheheryar Alvi
This study examined the impact of recruitment and selection processes on employee performance in Pakistan's telecom industry. A survey was administered to 232 employees across telecom companies. The results showed that recruitment practices and sources had a significant positive relationship with employee performance, while meritocracy and corporate image did not. Specifically, effective recruitment sources like social media and proper recruitment practices like training opportunities were linked to higher employee performance. The findings suggest managers should focus on selection processes and sources to hire high-performing candidates.
The document discusses the importance of employee retention and provides strategies for improving retention. It notes that employees often leave due to poor management, lack of development opportunities, and not feeling valued. High turnover is costly. The document recommends adapting leadership styles to different generations, providing career development, aligning HR with business strategy, and ensuring new employees have a good onboarding process. Improving retention requires focusing on employees' needs for meaningful work, career growth, trust in leadership, and feeling cared for.
This document is a dissertation report submitted by Rajnee Kesharwani for their Master's degree. It examines the topic of e-recruitment and its impact on job seekers. The abstract provides an overview, stating that this is an exploratory study that aims to identify how e-recruitment influences the recruitment process of multinational companies in India. Statistical analysis was used to analyze the relationship between e-recruitment and the overall recruitment process. The study concluded there is a moderate relationship and that job seekers find e-recruitment convenient for finding career opportunities.
Recruitment, selection, and induction are important processes for hiring and onboarding new employees. Recruitment involves finding potential candidates, selection determines the most suitable candidates through tests and interviews, and induction introduces new hires to the organization. The goal is to attract qualified applicants and choose individuals who are the best fit for open roles to improve organizational performance through scientific selection processes and proper placement of employees.
This document appears to be a student project report on the recruitment and selection processes at DCB Bank. It includes an introduction to DCB Bank, its history and organizational structure. It then discusses the types of products DCB Bank deals with, both secured and unsecured. The document defines recruitment and selection, and discusses the need for recruitment. It provides context on the recruitment and selection practices at DCB Bank as the focus of the student report.
Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model.
Wipro also gives high importance to Human Resource Management. The company is India’s 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need to be thoroughly reviewed.Wipro also gives high importance to Human Resource Management. The company is India’s 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need to be thoroughly reviewed.
The aim of the study is to find the average waiting time of the candidate who attends the selection process into the organization. The purpose of the study is to analyze how many rounds the candidates gone through for the specific job role and also to determine the hit rate of the specific job profile in the recruitment and selection process. It also helps to determine the effective process and result towards short listing the candidate through difference sources. This report analyses the level of satisfaction towards the recruitment process by the respondents.
[Lecture Slides] : Here is the link to Mr Bharat Bongu's presentation on "People Management Issues" in BPO's,presented as part of Services Management course in BITS-Pilani. The lecture includes sourcing, training and retention methodologies used by Urban BPO's and its Rural counterparts
This document summarizes a research paper that studied the effect of recruitment and selection on employee retention, with employee engagement as a mediating factor. The study was conducted on small and medium enterprises in Nigeria. The findings revealed that recruitment and selection alone do not have a substantial effect on retention, but combining it with employee engagement strategies can significantly improve retention. Specifically, employee engagement was found to mediate the relationship between recruitment/selection and employee retention. The document provides background on recruitment/selection, employee engagement, and retention based on previous literature.
Dr. Nivedita Srivastava founded 9links, an assessment organization with 20 years of experience in psychometric assessments. The document outlines 9links' services in employability skills assessment, managerial/leadership assessment, and competency mapping. It provides details on Dr. Srivastava's background and qualifications, as well as the advising team. Assessment tools and services are described for different job levels and sectors. The organization has received awards for its work in assessments and publishes internationally on skills models in India.
The document discusses recruitment and selection of employees. It begins by stating that recruitment should be preceded by analyzing the job requirements and determining if replacement is necessary. It describes selection as "buying" an employee, so poor selection can be very expensive. It lists some common sources of recruitment like internal promotion, careers officers, advertising. It discusses the application process and importance of checking qualifications and health. It describes different interview formats and techniques to aid in selection like testing for aptitudes, attainments, intelligence. The key aspects are analyzing job needs, considering internal candidates, checking applications thoroughly, and using various interview techniques and tests to select the best candidates.
In this chapter we learn about those most important skills that are important for better career. Those skills are Communications Skills (listening, verbal, written), Flexibility/Adaptability/Managing Multiple Priorities, Ability to functioning admirably under pressure, Leadership/Management Skills, Planning/Organizing, Problem-Solving/Reasoning/Creativity/Decision-Making, Analyzing and Investigating/Research Skills, Teamwork, Commercial mindfulness (or business keenness), Information technology, Perseverance and inspiration/Initiative/Self-Motivation, Self-Confidence, Time Management Abilities, Ability to Accept and Learn From Criticism.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
This document provides an introduction and overview of a study on the performance appraisal system at Delta Paper Mills Limited in Vendra, India. It was submitted by Akshay Gupta to fulfill requirements for a Master's degree. The study aims to analyze Delta Paper Mill's performance appraisal practices and determine if improvements can be made. Primary data will be collected through questionnaires, interviews, and observations of employees. Secondary data will also be gathered and analyzed. The document outlines the objectives, importance, and methodology of the study to evaluate Delta Paper Mill's performance appraisal system.
Talent management in a process of acquisition and retention of employees in s...Julian Dabrowski
This report, in a form of a presentation, contains results of PhD thesis research.
It was prepared as a follow-up for the survey conducted during ABSL Chapter Poznań meeting.
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
This document presents a summer project presentation on employability standards of technical and commercial graduates/post-graduates in India. It discusses the research methodology used, which included a questionnaire distributed to 17 HR managers. The data analysis finds that communication and interpersonal skills are the most important for employability. Industry respondents said interpersonal skills will be most important for future employment. When recruiting, 45% look for interpersonal/communication skills. Most industries prefer graduate-level candidates. The findings suggest improving practical experience and sector-specific placements in academic programs.
This document provides an overview of human resources topics including:
- Issues facing the Toronto labor market such as skills mismatches and polarization of jobs/incomes
- Challenges for HR in 2011 like talent management, technology impact, and legal/compliance issues
- The importance of HR planning to address future labor needs and trends
- Best practices for HR to serve as a strategic partner like understanding business priorities and developing employees
- Common findings from HR audits such as improper hiring practices and outdated employment policies
The document contains sections on career progression in HR, relational climates in organizations, knowledge/skills for jobs, and stages of HR transformation. It concludes with case studies and questions.
The document discusses recruitment and selection trends in the ITES-BPO sector in the National Capital Region of India. It provides an overview of the BPO industry in India and the various services offered. It then discusses the challenges in recruitment, sources of recruitment including internal and external sources, and trends in recruitment such as outsourcing. Common hiring strategies used by BPO companies include referrals, campus recruitment, advertisements, and HR consultants.
The document discusses recruitment and selection processes at IMS Learning Resources Pvt. Ltd. It begins by outlining the objectives of studying their employee hiring process. It then describes the research methodology and importance/scope of the project. The document discusses internal and external factors that affect recruitment. It provides details on various internal sources of recruitment like current employees, former employees, and referrals. It also discusses external sources such as employment exchanges, advertisements, professional associations, and campus recruitment. The summary highlights the key topics and goals covered in the recruitment and selection case study.
The JOAR DYNAMIC manpower agency recruits both skilled and unskilled workers locally and internationally to meet client needs. It aims to satisfy clients and ensure workers are qualified physically, mentally and professionally. The agency provides recruitment, training, and outsourcing services to improve client processes and productivity.
Impact of Recruitment & Selection Processes on Employee Performance: A Study ...Sheheryar Alvi
This study examined the impact of recruitment and selection processes on employee performance in Pakistan's telecom industry. A survey was administered to 232 employees across telecom companies. The results showed that recruitment practices and sources had a significant positive relationship with employee performance, while meritocracy and corporate image did not. Specifically, effective recruitment sources like social media and proper recruitment practices like training opportunities were linked to higher employee performance. The findings suggest managers should focus on selection processes and sources to hire high-performing candidates.
The document discusses the importance of employee retention and provides strategies for improving retention. It notes that employees often leave due to poor management, lack of development opportunities, and not feeling valued. High turnover is costly. The document recommends adapting leadership styles to different generations, providing career development, aligning HR with business strategy, and ensuring new employees have a good onboarding process. Improving retention requires focusing on employees' needs for meaningful work, career growth, trust in leadership, and feeling cared for.
This document is a dissertation report submitted by Rajnee Kesharwani for their Master's degree. It examines the topic of e-recruitment and its impact on job seekers. The abstract provides an overview, stating that this is an exploratory study that aims to identify how e-recruitment influences the recruitment process of multinational companies in India. Statistical analysis was used to analyze the relationship between e-recruitment and the overall recruitment process. The study concluded there is a moderate relationship and that job seekers find e-recruitment convenient for finding career opportunities.
Recruitment, selection, and induction are important processes for hiring and onboarding new employees. Recruitment involves finding potential candidates, selection determines the most suitable candidates through tests and interviews, and induction introduces new hires to the organization. The goal is to attract qualified applicants and choose individuals who are the best fit for open roles to improve organizational performance through scientific selection processes and proper placement of employees.
This document appears to be a student project report on the recruitment and selection processes at DCB Bank. It includes an introduction to DCB Bank, its history and organizational structure. It then discusses the types of products DCB Bank deals with, both secured and unsecured. The document defines recruitment and selection, and discusses the need for recruitment. It provides context on the recruitment and selection practices at DCB Bank as the focus of the student report.
Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model.
Wipro also gives high importance to Human Resource Management. The company is India’s 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need to be thoroughly reviewed.Wipro also gives high importance to Human Resource Management. The company is India’s 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need to be thoroughly reviewed.
The aim of the study is to find the average waiting time of the candidate who attends the selection process into the organization. The purpose of the study is to analyze how many rounds the candidates gone through for the specific job role and also to determine the hit rate of the specific job profile in the recruitment and selection process. It also helps to determine the effective process and result towards short listing the candidate through difference sources. This report analyses the level of satisfaction towards the recruitment process by the respondents.
[Lecture Slides] : Here is the link to Mr Bharat Bongu's presentation on "People Management Issues" in BPO's,presented as part of Services Management course in BITS-Pilani. The lecture includes sourcing, training and retention methodologies used by Urban BPO's and its Rural counterparts
Chemical process engineer performance appraisalMarkHughes678
This document provides information about various methods for evaluating the job performance of a chemical process engineer. It describes six common performance appraisal methods: 1) management by objectives, 2) critical incident method, 3) behaviorally anchored rating scales, 4) behavioral observation scales, 5) 360 degree appraisal, and 6) checklist and weighted checklist method. For each method, it provides a brief overview and discusses some key aspects, such as what behaviors or goals each method focuses on evaluating and some potential advantages or disadvantages. The document serves as a reference for supervisors to understand different approaches that can be used when assessing a chemical process engineer's performance.
Top 8 chemical process engineer resume samplesjoycejames46
The document provides resources for chemical process engineers seeking employment, including resume samples of different formats (chronological, functional, curriculum vitae, etc.), cover letter samples, interview questions and answers, tips for writing resumes and preparing for interviews, and other job search tools. It directs the user to the resume123.org website for free downloads of these materials.
Bridging the gap between industry & institutionSwami K
Today one of memorable day for me, Anand Nataraj & Cogzidel Technologies!
For a very long time, myself & Anand wants to meet the Students Community and enlighten them on the factors that Industry expects when they step into their Career Zone.
And that dream was made into reality today! Our thanks to Sethu Institute of Technology for giving us an opportunity to have a stage to voice out our views!
Frankly speaking, I was surprised by the Institute's frankness & honest to announce the gap on the Educational Institute side. And even though I was tough on Educational Institution approach for not upto the speed in grooming the students for Industries, they took it in the right spirit & assured to offer their best possible support. Kudos to the entire management and staff team at Sethu Institute of Technology!
And special thank to a ex-Cogzian who has recommended us to the College Authorities about us! Although they didn't reveal his name, my kudos to the unknown person.
Now sit back & real our Comic Story!
Cartoons are Powered By Cogzidel Cartoon Creatives (CCC)
#cogzidel #cogzidel_journey
• Boosting the employability of your graduatesuoncareers
Jenny Yan discussed perceptions of UK returned graduates and foreign interns in China. UK graduates are seen as having strengths like cross-cultural skills but also opportunities to improve like understanding local customer needs and culture. Employers expect attitudes like passion and strong communication skills. Career development involves analyzing goals, competencies, and opportunities. Organizations provide learning solutions, leadership development paths, and talent management systems to develop high-performing employees.
expectation of industries from technical graduatesmp poonia
the effort has been made to discuss about the gaps in skills of engineering graduates in consultation with industries. Various sectors of industries have been invited at NITTTR Chandigarh during ICT based teacher training programs to identify the gaps between the expectations of industries from technical graduates and input provided by engineering colleges as per curriculum.
expectations from the students by society in 21st centurymp poonia
the efforts has been made to explain that how students shall be groomed by teachers in 21st century so that they can serve the society as per the needs and expectations
eBook: Business Process Outsourcing 101: Five Steps for SuccessDATAMARK
This document provides an overview of business process outsourcing (BPO). It discusses what BPO is, common business processes that are outsourced like mailroom operations and finance/accounting tasks. The top reasons for outsourcing are to reduce costs, focus on core business activities, and improve process quality. It also provides guidance on determining which processes are candidates for outsourcing versus keeping in-house, and factors to consider when selecting an outsourcing location and provider.
Engaging Employees In Environmental SustainabilityJagan Nemani
Employee Engagement continues to be #1 stumbling block for environmental sustainability programs of companies. Much of the efforts/programs by Sustainability officers are termed as "Greenwashing" due to lack of employee engagement in these programs.
So how to increase employee engagement in Environmental Sustainability Programs? How to promote a Culture of Environmental Sustainability within your organization?
This whitepaper highlights our approach as an answer to some of your questions.
Top 5 chemical process engineer interview questions with answersmarkets8212
This document provides summaries of common interview questions and answers for chemical process engineers. It discusses flow control, which focuses on efficiently moving materials through production by addressing bottlenecks. Materials requirement planning (MRP) uses computer systems to manage ordering materials to supply future production needs. Just-in-time (JIT) manufacturing aims to reduce waste by minimizing inventory and scheduling deliveries and production to optimize efficiency. The document also provides sample answers for questions about strengths and reasons to hire the candidate.
A sea change is required for a person who is going to start a career saying bye to studies. This presentation gives an insight into the basic change required by the candidate in order to adjust himself/herself to the corporate culture.
This can also useful for the candidates who are going to attend an interview.
The document provides career advice for students transitioning from school to employment. It emphasizes starting early to pursue one's dreams, and notes that only 25% of technical graduates and 10-15% of general graduates are employable due to a lack of necessary skills. These skills include responsibility, adaptability, patience, and a willingness to learn from others. The document contrasts the differences between student and employee mindsets and responsibilities. It provides tips for improving English skills, writing effective resumes and applications, and interview preparation. The overall message is the importance of continuous self-improvement to be competitive in the job market.
The document provides tips and advice for transitioning from campus to the corporate world including managing expectations, making a good first impression, adapting to a new environment, and maintaining work-life balance. It emphasizes dressing professionally, asking questions to learn the industry and company, being friendly, saying thanks, and focusing on work during the first month. Maintaining a positive attitude and surrounding yourself with successful people are also advised for long term success.
The document discusses three topics:
1. Will: It discusses six universal human needs that people are passionate about: certainty, uncertainty, significance, belongingness, growth, and contribution.
2. Skill: It notes that there is no single way or standard time it takes to learn a skill, which varies between people, and natural ability is not the only factor in success.
3. Bill: It defines three types of sight - eye-sight, hind-sight, and mind-sight - and how they relate to understanding market opportunities and problems that companies solve by hiring problem solvers.
Bridging the gap between academics and industrySheetal Sharma
The document discusses the gap between what colleges teach students and what industry expects. It notes that colleges focus on theoretical knowledge and strategies to get jobs, while students absorb the idea that a degree is sufficient preparation for the workforce. However, industry wants skills like a strong work ethic, analytical abilities, communication skills, and teamwork. The document recommends increasing industry interaction with students through more internships, workshops, and projects to help close this gap between academic and workplace expectations.
Making Students Industry Ready - Campus to Corporate ProgramSadashiv Borgaonkar
ACTSol & Associates is a consulting and training firm that provides a 45-day training course to help students and professionals prepare for jobs and careers. The training covers topics like aptitude building, communication and presentation skills, group discussions, resume writing, and interview skills. It aims to help trainees get jobs with top employers, have rewarding careers, and smoothly transition from college to work. The training will be delivered over 45 days and include over 150 hours of sessions covering various modules and skills.
Marian Hanna is a chemical engineer seeking a job in the chemical engineering field. She has a bachelor's degree in chemical and nuclear engineering from El Shorouk Academy and is finishing a master's degree in chemical engineering from Suez Canal University. Her work experience includes two years as a chemical engineer for industrial water treatment and over four years as an assistant engineer for a power station project. She has skills in Microsoft Office, databases, and various computer programs and languages.
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The document provides an overview of the role of Learning and Development Advisors within organizations. It defines their job responsibilities such as program design, project management, and facilitating training. It also discusses the qualifications, skills, and experience needed for the role. Finally, it outlines current and emerging trends in the field, such as a shift toward more strategic roles and an increased focus on soft skills training.
The document provides information on how fresh engineering graduates can improve their employability. It discusses three key skills that employers seek: communication skills, professional skills, and core employability skills. Communication skills, like verbal and written communication in English, are important and can be assessed in interviews. Professional skills involve academic knowledge and are evaluated through tests and assessments of past projects. Core employability skills, such as integrity, teamwork, and willingness to learn, are more difficult to measure in short interviews but can be gauged through questions about work history and future plans. The document also provides tips for graduates on finding jobs, writing resumes and cover letters, interview preparation, and following up after interviews.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
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though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap.
BUSINESS SCHOOL MAKEOVER; A INDUSTRY PERSPECTIVEIJITE
Business schools across the United States and abroad are always on a catchup mode with the industry expectations. Why business schools are not front runners in training students for industry and consulting? Authors of this article discuss this topic by first setting the expectations from the industry and then how business schools can cope up with the evolving trends. Many authors ([1], [11], [13]) have identified the skill gaps in the industry and how business schools can work towards bridging the gap. There are research reports such as [13], that identified the misconception about the business schools expectations based on a survey of business school leaders globally (excluding China and USA). In the USA, even though business schools have strived hard to create an industry pro-environment in the class rooms, the gap continues to exist. The authors of this article address the industry needs first and explore potential solutions to address the skills gap
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Structure of the Written Report Different Instructors will req.docxjohniemcm5zt
This document proposes a Competitive Branding & Development (CBD) model to evaluate the branding and competency of countries. The CBD model has two levels: individual branding and country branding.
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IIMB Analytics Original Reserach Work (2)Namish Gupta
This document summarizes a research paper on the challenges of employee delight and retention in the retail electronics industry in Bengaluru, India. The paper aims to explore challenges to on-job engagement, variables that impact retention, and opportunities to improve retention. Primary data was collected through structured interviews with store managers and employees at multi-brand and single-brand electronics retailers. Secondary research involved reviewing literature on using HR analytics to improve performance, engagement, and return on human capital investment. The methodology involved questionnaires from both employer and employee perspectives to assess challenges and identify ways to enhance engagement and retention.
IIMB Analytics Original Reserach Work (3)Namish Gupta
This document summarizes a research paper on the challenges of employee delight and retention in the retail industry in Bengaluru, India. It discusses how collecting and analyzing employee data through technologies like biometrics and card swiping can provide insights into satisfaction, performance, turnover, and other metrics. While most employers were aware of the importance of employee delight and tracked things like satisfaction, some challenges remained like effectively communicating with employees and building loyalty. The research found that ensuring employee satisfaction is key to reducing turnover, which impacts customer satisfaction. It analyzed responses from both employers and employees to understand retention challenges and opportunities in the retail sector.
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This document provides occupational tasks and skills profiles for 51 occupations in Indonesia based on a survey conducted by the World Bank. Each profile includes the occupation title and code, typical education and experience requirements, important job tasks and their frequency, and key skills needed and their rated importance and level. The profiles are meant to describe the tasks, skills, qualifications and training needed for different occupations in Indonesia based on worker and expert input.
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Case Study Rubric APA GradingMissing Title PageIncorre.docxtidwellveronique
Case Study Rubric
APA Grading
Missing Title Page
Incorrect Margins
Incorrect Header/Footer
Missing Abstract
Missing References Page
Incorrectly Formatted References
Spelling and Grammar
-10 points
-2 points
-2 points
-10 points
-10 points
-2 points
-2 points for each occurrence
SUPERIOR SCORE 94 - 100
Content and Subject: Easily identifiable, clear. Meets or exceeds page or word length requirement.
Structure: Apparent, understandable, and applicable. Excellent flow and well-structured.
Examples/Sources: Examples were used. Integration of external sources occurred.
Analysis: Interesting and novel. Provides different Marketing Principles based perspectives; demonstrates critical thinking and critical analysis at a high level.
Mechanics: Excellent APA format. Virtually devoid of errors in grammar, syntax, punctuation, and spelling.
ACHIEVING SCORE 86 - 93
Content and Subject: Overall concrete, but may be slightly unclear. Meets or exceeds page or word length requirement.
Structure: Generally clear and appropriate.
Examples/Sources: Examples were used to support most points.
Analysis: Evidence relates to the Marketing Principles based content. Evidence may lack some clarity. Critical analysis and critical thinking is apparent.
Mechanics: APA format above average. Good sentence structure (syntax), grammar, punctuation, and spelling, with minor errors.
AVERAGE SCORE 78 – 85
Content and Subject: Fairly easy to read and understand, but the paper meanders from the topic or lacks cohesion/content. Meets page or word length requirement.
Structure: Overall good, with minor shortfalls.
Examples/Sources: Examples used to support most points. Arguments sometimes lack supporting evidence and some critical analysis. Limited external source use to support paper.
Analysis: Cited references appear intermittently, with some Marketing Principles based critical thinking, but with minimal or no analysis or further discussion by the adult learner.
Mechanics: APA format may contain intermittent problems. Sentence structure may have some errors relative to syntax, grammar, punctuation, and spelling.
BELOW AVERAGE Less than 77
Content and Subject: Often unstructured and vague. Content not totally applicable to the paper's requirements.
Structure: Mostly unclear and difficult to visualize.
Examples/Sources: Very few examples used to support points. Minimal, if any, citations.
Analysis: External references not used or very limited with no Marketing Principles based analysis or further discussion by the adult learner that demonstrates adult learner critical thinking/analysis.
Mechanics: APA format not followed. Numerous mistakes in sentences, paragraph formatting, spelling, and grammar that subtract from the content of the paper. The writing errors suggest minimal likelihood that this paper was proofread for errors prior to submission. Writing is not at a graduate level.
Bulletin of Education and Research
June 2013, Vol. 35, No. 1 pp. 95-1 ...
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
RITE enhances economic vitality in Northeast Ohio by addressing the IT talent gap. The semi-annual talent bulletin documents insights from employer discussions on challenges and potential solutions. Employers identified a lack of qualified mid-level developers and entry-level talent as key issues. Potential solutions discussed include expanding paid internships and partnerships with bootcamps to develop skills in high-demand roles.
RITE enhances economic vitality in Northeast Ohio by addressing the IT talent gap. The semi-annual talent bulletin documents insights from employer discussions on challenges and potential solutions. Employers identified a lack of qualified mid-level developers and entry-level talent as key issues. Potential solutions discussed include expanding paid internships and partnerships with bootcamps to develop skills in high-demand roles.
Chapter NineEmployee Development and Career ManagementObjeJinElias52
Chapter Nine
Employee Development and Career Management
Objectives
After reading this chapter, you should be able to
1. Discuss the steps in the development planning process.
2. Explain employee and company responsibilities in planning development.
3. Discuss current trends in using formal education for development.
4. Relate how assessment of personality type, work behavior, and job performance can be used for employee development.
5. Explain how job experiences can be used for development and suggest a job experience to match an employee’s development goal or need.
6. Identify the characteristics of an effective mentoring program.
7. Describe the succession planning process and how the nine-box grid is used.
8. Design an effective onboarding process.
AT&T: Staying Relevant and Competitive by Helping Employees Develop Their Careers
AT&T is well-known for its work in building the telephone infrastructure in the United States. But as the telecommunications industry moves from cables and landlines to smartphones, the Internet, and the cloud, AT&T is having to reinvent itself to survive. This not only means investing in wireless technology but also in developing its employees’ technical skills in areas such as cloud-based computing and coding. This is especially important because employees with these skills are in short supply and high demand from many other employers such as Amazon and Google.
To get the skills the company needs, AT&T has invested more than $250 million in employee training and development. AT&T wants to encourage all of its employees to develop their skills for future job opportunities. To do so AT&T provides employees with many different options they can use to learn and develop their careers. For example, an online self-service platform provides career profile, career intelligence, and job simulation tools. The career profile tool evaluates employees’ page 397skills and competencies, experience, and educational credentials. It provides a development profile that employees can use to find open positions across AT&T’s business units that match their interests, preferences, and skills and links them to resources for developing competencies they may need. The career intelligence tool helps employees make informed career decisions by providing data on hiring trends within the company and profiles of different jobs that include salary range and number of current employees holding the job. The simulation tool provides employees with situations they may actually encounter in a job and asks them to assess their preference for working in such jobs. This helps employees identify whether they fit a job on the basis of the type of work they like to do.
Using the information they gain from these tools, other employees, and discussions with their managers, employees have several options for developing their skills. These include online and face-to-face courses; 6- to 12-month nanodegree programs in high-demand specialties such as software ...
This document provides an overview of the key points in a career development plan for an individual named Amanda who aims to become the director of human resources in 10 years. The plan outlines developing new skills through certification and mentorship programs. It recommends Amanda obtain an Associate Safety Professional certification within 5 years to gain experience and knowledge required for career advancement. The plan also suggests a three-tier mentorship program involving employees at different career stages to help Amanda develop a broad set of skills and understand expectations for more advanced positions. The overall goal of the plan is to help Amanda achieve her career objectives through skill development, experience gain, and leadership opportunities.
Vijay Anand L.V. is the director and head mentor of Hirington Academy in Chennai, India. He has over 13 years of experience in recruitment and has interviewed hundreds of candidates. The document discusses that 60% of Indian graduates lack proper employability skills based on a NASSCOM study. It suggests continuous training on skills like problem solving, teamwork, communication from the early graduation stage is needed to improve this. The solution proposed includes establishing long-term career enrichment programs focused on both technical and soft skills training.
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
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Role of Consultancy in Bridging Gap Between the Expectation of
1. Role of Consultancy in Bridging Gap Between the
Expectation of
Management Students & Industry.
A Comprehensive Project
on
GTU
2. Flow of Presentation.
Introduction.
Consultancy Industry Overview.
Introduction to study.
Literature Review.
Problem Statement.
Objective.
Research Methodology.
Data analysis and interpretation.
Findings.
Conclusion.
Bibliography.
3. Consultancy:
A professional practice that gives professional or expert advice within a particular field; such as
management, accountancy, human resources, marketing ,finance, or any of many other specialized area.
Way of Work:
A consultancy is engaged to fulfil a brief in terms of helping to find solutions to specific issues but the
ways in which that is to be done generally falls to the consultant to decide, within constraints such as
budget and resources agreed with the client.
Types of Consultancy:
Information-technology (IT) consultancy.
Human-resources (HR) consultancy.
Immigration consultant.
Marketing consultants.
Performance consultants.
Introduction.
4. Consultancy Industry Overview.
Global consulting industry revenues (including HR, IT,
strategy, operations management and business advisory
services) will be about $415 billion in 2013, according to
Plunkett Research estimates.
This represents reasonable growth from $391 billion in
2012.
During 2010-12, for example, India’s leading
consultancies enjoyed substantial growth in employee
count and revenues, as did most of the global consulting
firms based in the U.S. and European countries.
A major development in IT consulting has been the
extremely rapid growth of large companies that are
based in India but compete globally, such as Wipro,
Infosys and Tata Consultancy Services (TCS).
Offshoring to India Drives Changes in Global
Consulting.
Statistic Quantity Unit Year
Global Consulting Industry
Revenues
415 Bil. US$ 2013
India's Outsourcing &
Consulting Industry Revenues
75.8 Bil. US$ 2013
India's Outsourcing &
Consulting Industry Forecast
225 Bil. US$ 2020
Management Consulting
Companies Revenues
125.9 Bil. US$ 2011
Financial Management
Consulting
7.9 Bil. US$ 2011
Marketing Management
Consulting
12.7 Bil. US$ 2011
Human Resources Management
Consulting
11.5 Bil. US$ 2011
IT Technical Design,
Development and Consulting
8.1 Bil. US$ 2011
5. Present Situation.
India’s estimated 3,300 business schools contributes 10,000 of management graduates each year.
But only a small fraction of them are “employable,” or possess basic skills necessary to work in sectors
ranging from marketing to finance, according to an unpublished study.
According to study only 10% Indian MBA Graduates are “employable”.
Expectation of Industry.
Three Key Criteria:
Knowledge
Attitude
Skill
Aptitude towards Learning & Development (Newer Technologies/Methods)
Articulation – Communication Skills (Verbal / Written / Presentation)
Self Motivation
Self Confidence
Team Play
Introduction to study.
6. Expectations of Students.
Great Salary.
Good Position.
Mobility.
Perception Disorder.
Degree alone is sufficient for getting job.
High salary - White Collar job.
Reasons behind the Gap between Academia and Industry.
Students and Industrialists have a different mindset, therefore both are living in two different worlds.
Unrealistic Expectations by Students.
Mind set of Students - Frequently changing job, for getting achievement as soon as possible.
Industry thinks in terms of short range goals whereas the Students has a long range perspective.
Industry is mainly concerned with costs. Academia could care less about costs, it is mainly interested in
the benefits and prestige.
7. Author: Caroline Scheepmaker & Nannette Ripmeester
Article: Employability: Matching employer needs with students capabilities. 12, December
Author concluded that for being a suitable candidate it is not always about subject-matter skills, or even generic
skills. Students need to develop the flexibility and attitude to always be looking for the next development, for
innovation, for adaptability, both in their field of expertise and in their personal and career development. It is not that
there are no (suitable) jobs out there; it’s just that job market orientation is complicated. So the Consultancy firms
organize seminars and workshops to bring students and professionals together to clarify student options and
simultaneously offer organisations an opportunity to learn about what attracts students.
Kaushal Mandalia, founder and director at insight HR and training consultants
(April 8, 2012)
Industry expects proper attitude, commitment, dedication, self-discipline, strong analytic, listening and
communication skill, aptitude and willingness to learn, knowledge of the organization and processes within the
organization from the selected candidates.
Robert w. Goldfarb, a management consultant and author (11/11/12) New York Times
According to author the perception of CEOs regarding the freshmen is that they are lacking the skills and discipline
required in today’s workplace.
According to author Robert w. Goldfarb best managers and best employees enter the workplace with broad educations
and not with the technical degrees.
Literature Review
8. Problem Statement.
A fresh graduate or job seeker has some expectations from the organization in which they want to make
their career. And organizations also have some expectations from the new candidate for designation.
Consultancy deals with both of them, new job seekers (management students) and industries. This report
helps in understand the how or what role consultancy play in bridging gap between the expectations of
both management students and industry.
9. Objective.
To find the factors those are responsible for discrepancy between company expectation and
management students.
To identify the underlying factors for gap between academic output and industrial requirement.
To discuss about the current need of industry in terms of competent.
To explore the possibility of having customized curriculum as per the need of industry.
To filter promising candidate having broad knowledge as well as technical degree from the pool of
academic students.
To enable students to realize and articulate the skills, by connecting them with companies, informing
them of employer expectations.
10. Research Methodology.
Research Design:
Research design used is descriptive.
Descriptive research is a fact-finding investigation with adequate interpretation. It is a simplest type of
research and is more specific. Mainly designed to gather descriptive information and provides information for
formulating more sophisticates studies.
Data Collection Methods:
There are two types of data collection method. They are :
Primary data:
For collecting primary data we have used questionnaire and interview.
Secondary data :
Secondary data is collected from different from different websites, research papers, articles.
11. Population:
Data is collected through 13 consultancy firms in ahmedabad, population for the research is the employees
of those consultancy.
Sampling Method:
Stratified sampling method is used for the research work.
Sample size
The total sample size is 202. Total employees of 13 consultancies.
Sampling Frame:
Sampling Frame consist of employees of consultancy firms and management students of Ahmedabad city.
Data Collection Instrument:
For data collection, Questioner is being used consist of various questions regarding the research topic.
Name of consultancy approached:
Prime placement & manpower services, Garima placement service, Big idea consultancy, highheads
management consultancy, united HR solution pvt ltd., Anything HR solution, Himalaya management
consultancy, Arrow recruitment consultant pvt ltd., Genius placement service, Pharmahood consultants,
HR insights, ANS consultancy , Havoc job consultancy.
12. Age No. of experience Gender
48.02%
26.19%
5.56% 0.00%
20-30 30-40 40-50 More Than 50
22.22%
43.25%
11.90%
2.38%
Less than 1yr 1-2 yrs 2-4yrs More than 4yrs
39.68%40.48%
Female Male
Data Analysis & Interpretation
13. 1.What are the functional area of your consultancy?
22.17%
75.86%
60.59%
41.87%
66.50%
10.83%
18.23%
Banking HR Finance Marketing IT Acadamics Others
From the above chart we can see that there are different functional areas of a consultancy as shown
above 21.27%in banking , 75.86% in HR , 60.59%in finance , 41.87% in marketing , 66.90% in IT ,
10.83% in academic and 18.23% in others.
14. 2.Do you recruit management students in your
consultancy as trainee & junior level post ?
66.27%
13.89%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes No
From the above graph we can analyse that 66.17% consultancy recruit management student in their
consultancy as trainee & junior level post whereas 13.89% do not.
15. 3. Do you recruit management students for your client at
corporate level?
64.29%
15.87%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes No
As shown in the graph we can analyse 64.19%constltancy recruit management students for their clients at
corporate level whereas 15.87% do not recruit.
16. 4. The students are employed on what basis?
9.92%
21.03%
49.21%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
From the above graph we can analyse that 9.92%stuedents are employed on contractual basis ,
21.03%students are employed on permanent basis and 49.21% on both contractual and permanent
basis.
17. 5. If on contract basis, the contract between :
9.13%
54.76%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Yes No
From the above graph we can analyse that 9.31% contract is between consultancy and candidate whereas
54.76% of contract is between industry and the candidates.
18. 6. Fresher's are selected on the basis of
15.08%
43.25%
21.83%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
Yes No Both
From the above graph we can analyse that 15.08% of fresher’s are selected on the basis on academic
performance , 43.15% on KSAO’s and 21.83% on both.
19. 7.Do you tie up with academic institutions for
collaborative skill programs ?
27.38%
52.78%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Yes No
From the above graph we can analyse that 27.38%consultany tie up with academic institutions for
collaborative skill programs whereas 51.78% do not tie up.
20. 8.Do you conduct seminar and workshop for fresh
candidates & pursuing candidates ?
29.76%
50.40%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Yes No
From the above graph we can analyse that 29.70% of consultancy conduct seminar and workshop for fresh
& purusing candidates whereas 50.40% consultancy do not conduct seminars.
21. 9.Do you agree that academic should focus on practical
studies rather than theory?
60.32%
7.54%
12.30%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes No Both
From the above graph we can analyse that 60.32% of consultancy agree that academic should focus on
practical studies, 7.54% say that they should focus on theory and 12.30% say that they should focus on
both practical and theory.
22. 10. Do you agree that fresher’s expectations are unrealistic about
the first job?
64.68%
15.48%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes No
From the above graph we can analyse that 64.68% of consultancy think fresher’s ecpectations are
unrealistic about the first job whereas 15.48% do not agree with it.
23. 11. Do you agree that demand of jobs in market is less as
compared to supply of management students?
55.16%
25.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Yes No
From the above graph we can analyse that 55.16% of consultancy agree that demand of jobs in market is
less as compared to supply of management students whereas 25.00% disagree.
24. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Team development/teambuilding
Recruitment and selection
Facilitation and training
Learning and development
Remuneration
Strategic HR advice incl.development and implementation of strategy and policies
Performance management incl. poor performance/discipline
Leadership development incl. coaching
Organizational review and structures
Diversity management & Employee/industrial relations advice
Culture/Change management
HR strategy and planning incl. workforce planning
Team
development/t
eambuilding
Recruitment
and selection
Facilitation
and training
Learning and
development
Remuneration
Strategic HR
advice
incl.developme
nt and
implementatio
n of strategy
and policies
Performance
management
incl. poor
performance/di
scipline
Leadership
development
incl. coaching
Organizational
review and
structures
Diversity
management &
Employee/indu
strial relations
advice
Culture/Chang
e management
HR strategy
and planning
incl. workforce
planning
High 24.14% 89.66% 19.21% 18.72% 42.36% 7.39% 1.97% 0.00% 0.00% 0.00% 0.09% 44.33%
Neutral 10.34% 9.85% 33.00% 28.57% 30.05% 0.99% 5.91% 6.90% 2.46% 2.46% 0.00% 11.82%
Low 18.72% 0.00% 9.85% 7.39% 4.43% 1.97% 0.00% 9.36% 4.43% 0.00% 2.46% 19.70%
High Neutral Low
15. Working through this table, consider what are your key areas of expertise and rate the same priority
wise, that you serve to your client (Candidates and Industry both) as a human resource professional and
Consultants.
25. 16. Working through this table, consider how do you Market your expertise & Contact to your potential
clients, Rate the same priority wise.
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
Contacting existing colleagues/contact
Participating in networks (eg. Business Networks)
Seeking referrals from colleagues/contacts for follow up
Making public presentation (eg. Business seminar, conference paper etc)
Mail out of information on Company and candidates
Cold calling (contacting people who you do not have connection with)
Advertisement (in Newspaper, Social networking sites etc)
Contacting existing
colleagues/contact
Participating in networks
(eg. Business Networks)
Seeking referrals from
colleagues/contacts for
follow up
Making public presentation
(eg. Business seminar,
conference paper etc)
Mail out of information on
Company and candidates
Cold calling (contacting
people who you do not
have connection with)
Advertisement (in
Newspaper, Social
networking sites etc)
High 59.11% 30.54% 31.53% 8.37% 62.07% 31.03% 37.44%
Neutral 12.32% 26.60% 35.96% 8.87% 6.90% 25.12% 10.84%
Low 17.73% 19.70% 10.84% 24.14% 0.00% 6.90% 32.51%
High Neutral Low
26. Findings
Major number of the consultancies which we have targeted are working in the IT and the HR area. Very
low of the firm are working in academics and other areas.
Most of the consultancies recruit fresher’s in their consultancies at the junior level. But as trainee they
are not priority.
Almost most of the consultancies are placing the new candidates or freshers at the corporate level i.e
Bottom level, Middle level, and top level.
Generally most of the consultancies place and recruit in their own consultancies to the students on both
permanent and contractual basis. If the consultancy place a student in industry over contractual basis
the contract is between industry and candidate.
According to the consultancies the freshers are placed based on both academic performance and
KSAO’s.
There are very few consultancies who collaborate with the institutions for the different types of the
programs.
27. Sometimes the consultancies arrange free seminars and workshops for the fresh candidates and pursuing
students.
The consultancy emphasises on the practical studies over theoretical studies in the institutions
There are some consultancies who are agree that there are less demand of job then compare to the
supply of management students.
The employees of the consultancies, to satisfy there clients sometimes creates healthy relations with
them.
The consultancies give more priority to their basic work recruitment & selection and managing
remuneration compared to all other their expertise activities.
Priority is given by the consultancies to the mail out, contacting to their current colleagues and cold calling
for contacting with people and marketing them self. Some of the consultancies makes public presentation
as in seminars, conference papers etc
Cont…
28. Conclusion
Study of the resource management at graduate & post graduate level in India is based on various kind of
sectors as in an organization in the business, industry or service which is a vast & diversified study for
students to understand the practical approach beyond the level of academic education.
Quality in accordance with the quantity engaged by employer requires a Constance process with
upgraded version of information & sources which provides the better results that is needed to be
applicable & understible by the students of HRM
Through practical workshop & seminars by professionals, experts & Consultancies itself.
Industry expects proper attitude, commitment, dedication, self-discipline, strong analytic, listening and
communication skill, aptitude and willingness to learn, knowledge of the organization and processes
within the organization from the selected candidates.
At corporate level with high efficiency and technical skilled HR engaged whereas, on the bases of
potentiality & knowledge without experience, rarely been noticed by the consultancies.
A collaborative steps should be taken by both educational institutions and HR consultancies for preparing
futuristic steps based on requirement of current and future demanded situations which sharpen the skills
of students into professionals.
29. Article:
Identifying the skills for consultants working in project-based organizations (A glimpse into the
Mexican consulting industry), 2007. By: Isaac Lemus Aguilar & Ernesto Mosso Vallejo
B.Rajasekaran, S. Rajasingh (April 2009). Perceptual chasm between industry and academic leaders
on the quality of higher education, Journal of academic leadership, USA, Vol 7.
Kristina Winbladh (2004). Requirement engineering: Closing the gap between academic supply &
industry demand, Crossroad: The ACM student magazine, 2004, 10.4.
Abu Hamatteh, Z.S.H. and Al – Jufout, S. A. (2003). Educational outcomes Vs the world new
industrial & economical demands: Jordanian electrical & mining sectors as a case study, Pakistan
journal of information & technology, 2 (1): 78-82, 2003.
Green, Diana, Ed, What is quality in higher education? Society for research into higher education
Ltd. London.
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