Useful for IT students

1. Employability
and
Professional Development

2. What is employability ?
 Employability is about being capable of getting
and keeping fulfilling work.
 “Employability is having a set of skills,
knowledge, understanding and personal attributes
- that makes graduates more likely to gain
employment and be successful in their chosen
occupations , which benefit themselves , the
workplace , the community and the economy.

3. What is Employability Skills ?

4. Things Recruiters Want To Hear:
 People who can show they volunteer to do more than is
required of them in the workplace
 People who “know what they don’t know”.
 People who can explain what they did in a past job that
makes them valuable to a future employer.
 People who can understand recruiters are professional
service providers who deserve respect.
 People who make an effort to establish a mutually
beneficial relationship, by addressing them personally,
offering to help find other candidates for positions if they
aren’t the right fit themselves.

5.  Personal responsibility or Individual Responsibility is the
idea that human beings choose, instigate, or otherwise
cause their own actions.
 Decision-making is a key skill in the workplace, and is
particularly important if you want to be an effective
leader. Whether you're deciding which person to hire,
which supplier to use, or which strategy to pursue, the
ability to make a good decision with available information
is vital.

6.  A significant part of decision making skills is in knowing
and practicing good decision making techniques.
One of the most practical decision making techniques can
be summarized in those simple decision making steps:
 Identify the purpose of your decision. What is exactly
the problem to be solved? Why it should be solved?
 Gather information. What factors does the problem
involve?
 Identify the principles to judge the alternatives. What
standards and judgement criteria should the solution
meet?

7.  Determine the best alternative. This is much easier after you
go through the above preparation steps.
 Put the decision into action. Transform your decision into
specific plan of action steps. Execute your plan.
 Evaluate the outcome of your decision and action steps. What
lessons can be learnt? This is an important step for further
development of your decision making skills and judgement.

8. ability to learn and
develop within the work role
 Identify Priorities
 Adopt a Good Attitude
 Build Essential Skills
 Time Management
 Communication Skills
 Stress

9. Soft Skills
 Leadership Skills
 Problem Solving
 Emotional Intelligence
 Understanding Creativity
Anything you can do to enhance these skills will pay off in the workplace.

10. employment legislation
•Minimum daily pay
•Meal breaks
•Payment of earnings
(paydays)
•Hours of work
•Overtime
•Annual vacation
•Vacation pay
•Employment of people
under 18
•Leave from work
•Termination
•Maternity leave
•Keeping records
•Sexual harassment
•Probationary periods

11. Ethics

12. employment rights and
responsibilities
 Employers and employees have responsibilities to each other
 These rights and responsibilities relate to areas such as Health and
Safety
 Employees are expected to carry out their work in a way that has
regard to the safety of others. Employers are expected to abide by a
range of requirements governing such aspects as providing safe
machinery and equipment, carrying out regular health and safety
checks, ensuring the training of employees in health and safety issues,
and carrying out a risk assessment to assess the dangers of particular
work activities.

13. setting and monitoring performance
objectives
In order to set effective objectives, the acronym SMART is often seen as a useful
tool. The key principles of SMART should be applied to each objective.
S Specfic What, and how, it should be done
M Measurable
Identifies how it will be known that the
activity has been achieved
A
Achievable
or Action-
orientated
A plan to deliver the objective is identified
R Realistic
The staff member has the resources and is
equipped to be able to do the activity
successfully
T Time-based
Clarity on any date/deadline by which the
activity needs to be completed. Allocating too
much time can sometimes negatively affect
the achievement of the objective

14. Contd…
 Sales reports
 Deadlines met
 Accuracy reports
 Documents
 Proposals
 Plans
 Budget forecasts
It’s easy to see if your employee is achieving a sales target or submitting
accurate work .

15. uses of performance appraisals
 salary levels and bonus
 Payments
 promotion
 strengths and weaknesses
 training needs

16. Appraisal criteria
 Production data is information that is persistently stored and used by
professionals to conduct business processes. It must be accurate,
documented, and managed on an on-going basis to ensure its value to the
organization.
 Personal data
Employees’ personal data should be kept safe, secure and up to date
by an employer.
Data an employer can keep about an employee includes:
 name
 address
 date of birth
 sex
 education and qualifications

17. Contd…
 work experience
 National Insurance number
 tax code
 details of any known disability
 emergency contact details
 employment history with the organisation
 employment terms and conditions (eg pay, hours of work,
holidays, benefits, absence)
 any accidents connected with work
 any training taken

18. Rating methods
 Ranking
Stacked ranking is an employee evaluation method that slots a certain
percentage of employees into each of several levels of performance.

19.  paired comparison
Method of evaluation in which each employee and job is compared with each
other employee and job.
Employee comparisons are performed usually on the basis of overall
performance, whereas job-evaluations are usually on the basis of skill,
knowledge, and time required in their performance.
Total number of employees (or jobs), however, places a limitation on this method
because such comparisons require N(N - 1) ÷ 2 pairs (where N is the number of
employees or jobs being compared).

20. management by objectives

21. Introduction
 Management by objectives (MBO), is also known as management
by results(MBR), is a process of defining an objectives within
an organization so that management and employees agree to
the objectives and understand what they need to do in the
organization in order to achieve them.
 MBO is a systematic and organized approach that allows
management to focus on achievable goals and to attain the best
possible results from available resources.
 The concept of MBO is closely connected with the concept of
planning.

22. MBO Principles
 Cascading of organizational goals and objectives
 Specific objectives for each member
 Participative decision making
 Explicit time period
 Performance evaluation and feedback

23. What are Objectives?
 Work Objectives
 Targets
 Tasks/Projects
 Behavioural Parameter
 Values
 Performance Improvement
 Developmental Objectives

24. MBO Process
 Collectively fixing objectives.
 Collectively making a plan.
 Subordinates implements the plan.
 Collectively monitoring performance.

25. Where to use MBO?
 The MBO style is appropriate for knowledge-based
enterprises when your staff is competent.
 It is appropriate in situations where you wish to build
employees management and self-leadership skills and tap
their creativity, tacit knowledge and initiative.
 Management by Objectives (MBO) is also used by chief
executives of multinational corporations (MNCs) for their
country managers abroad.

26. Advantages
 Develops result-oriented philosophy
 Formulation of dearer goals
 Facilitates objective appraisal
 Raises employee morale
 Facilitates effective planning
 Acts as motivational force
 Facilitates effective control
 Facilitates personal leadership

27. MBO In Organization
 Glaxo Laboratories (India) Limited, now GLINDIA.
 Xerox
 Hewlett-Packard (HP)
 Springfield Remanufacturing corporation
 DuPont

28. Skills Audit
 A skills audit is essentially a process for measuring and
recording the skills of an individual or group.
 The main purpose for conducting a skills audit in an
organisation is to identify the skills and knowledge that
the organisation requires, as well as the skills and
knowledge that the organisation currently has.

31. evaluating self-management
 Self-management skills are those abilities that allow an employee to
feel more productive when doing daily routine regardless of the
working environment.
 Well-developed self-management skills will help you efficiently
communicate with co-workers, management and customers, make
right decisions, plan your working time, and keep your body healthy

32.  Stress-Resistance - you can avoid many mistakes that people usually
make when being stressed out.
 Problem Solving - use your brain as a mechanism for making right
decisions.
 Communication - Productive employees always can efficiently
communicate with their colleagues and management.
 Time Management
 Memory - An ability to memorize events, names, facts, etc., allows an
employee to remember about everything he/she needs to do daily tasks
and duties.
 Physical Activity - Keeping your body in good shape is a critical self-
management skill example.

33. personal and interpersonal
skills
 personal skills refer to the abilities possessed by an
individual which are considered to be his/her strengths
 interpersonal skills refer to the set of abilities required
by a person to communicate effectively and efficiently
with others.

34. A List of Interpersonal Skills Includes:
 Verbal Communication - What we say and how we say it.
 Non-Verbal Communication - What we communicate without words,
body language is an example.
 Listening Skills - How we interpret both the verbal and non-verbal
messages sent by others.
 Negotiation - Working with others to find a mutually agreeable (Win/Win)
outcome.
 Problem Solving - Working with others to identify, define and solve
problems.
 Decision Making – Exploring and analysing options to make sound
decisions.
 Assertiveness – Communicating our values, ideas, beliefs, opinions, needs
and wants freely.

35. leadership skills
 The ability to lead effectively is based on a number of key skills.
 Leader A leader is one who
o Inspires a follower
o Accomplishes work
o Develops the follower
o Shows how to do the job
o Assumes obligations
o Overcome various obstacles in attaining the goal

36. Leadership
 Leadership is lifting a person’s performance to a higher
standard, the building of a personality beyond his normal
limitations
 Leadership is the process of influencing the behaviour of
others towards the accomplishment of goals in a given
situation.
 The process by which a person motivates and guides the
group towards a visualized goal

37. Leadership Qualities
o Motivating capacity
o Courage
o Initiative ness
o Source of Knowledge
o Responsibility
o Integrity
o Ability to communicate
o Loyalty

38. Leadership Qualities
o Judgement
o Selflessness
o Problem solving capacity
o Openness to change
o Distant vision and close focus
o Balance

39. Ways to develop Leadership Qualities
 Learn to think more critically
 Do more to enthuse your team
 Make your goals and future vision attractive and
attainable
 Learn to communicate clearly
 Improve your speaking skills
 Organize and allocate workflow
 Make sure work is done correctly and on time

40. Contd…
 Find better ways to do things
 Encourage progress and recognize efforts
 Try to match individual skills and work
 Build team spirit
 Encourage people to work cooperatively
 Recognize success and learn from failure
 Trust your subordinates

41. Motivational Theories
1) Equity theory
2) Expectancy theory
3) Reinforcement theory
4) Goal-setting theory

42. Motivation Techniques
•Fair pay and conditions
•A comfortable, safe, working environment
•Opportunities for employees to socialize and make friends
•Clearly defined work responsibilities and goals
•Education and training opportunities
•Career opportunities

43. Rewards and Incentives
Leaders use a variety of rewards and incentives to
motivate employees.
“organizations use a variety of rewards to attract and
retain people and to motivate them to achieve their
personal and organizational goals.”
Through workplace rewards and incentives, employers and
workers enjoy a positive and productive work environment.

44. Manager’s role
The primary goal of a manager is “make people productive”.
In order to do that, they need to perform five functions:
 Set objectives and establish the goals that employees
need to reach.
 Organize tasks, coordinate his/her allocation, and
arrange the right roles for the right people.
 Motivate and communicate in order to mould staffers
into cooperative teams and to convey information
continually up, down, and around the organization.

45.  Establish targets and yardsticks that measure results
and clarify outcomes to ensure that the firm is moving in
the right direction.
 Develop people through finding, training and nurturing
employees, a firm’s primary resource.

46. Essential roles of a manager
 Hire great people
 Performance management
 Team development
 Setting overall direction
 Being an important and supportive team member
 Doing unique work that no one else could or should do
 Manage resources
 Improve processes and quality
 Self-development

47. Self-motivational factors
Maintain inner momentum and drive your business to
success by honing your personal motivational skills.
 Healthy Self-Confidence. People who have a healthy level
of self-confidence are probable candidates for setting and
reaching goals.
 Optimistic Attitude.
 Setting Goals.
 Supportive Environment.
 Sweet Rewards.

49. Opportunities and Threats to career
progression
Personal SWOT Analysis
Strengths
 What advantages do you have that others don't have (for example, skills,
certifications, education, or connections)?
 What do you do better than anyone else?
 What personal resources can you access?
 What do other people (and your boss, in particular) see as your strengths?
 Which of your achievements are you most proud of?
 What values do you believe in that others fail to exhibit?
 Are you part of a network that no one else is involved in? If so, what
connections do you have with influential people?

50. Weaknesses
 What tasks do you usually avoid because you don't feel confident doing them?
 What will the people around you see as your weaknesses?
 Are you completely confident in your education and skills training? If not,
where are you weakest?
 What are your negative work habits (for example, are you often late, are you
disorganized, do you have a short temper, or are you poor at handling stress)?
 Do you have personality traits that hold you back in your field? For instance, if
you have to conduct meetings on a regular basis, a fear of public speaking
would be a major weakness.

51. Opportunities
 What new technology can help you? Or can you get help from others or from
people via the Internet?
 Is your industry growing? If so, how can you take advantage of the current
market?
 Do you have a network of strategic contacts to help you, or offer good advice?
 What trends (management or otherwise) do you see in your company, and how
can you take advantage of them?
 Are any of your competitors failing to do something important? If so, can you
take advantage of their mistakes?
 Is there a need in your company or industry that no one is filling?
 Do your customers or vendors complain about something in your company? If
so, could you create an opportunity by offering a solution?

52. You might find useful opportunities in the following:
 Networking events, educational classes, or conferences.
 A colleague going on an extended leave. Could you take on some of this
person's projects to gain experience?
 A new role or project that forces you to learn new skills, like public speaking
or international relations.
 A company expansion or acquisition. Do you have specific skills (like a second
language) that could help with the process?

53. Threats
 What obstacles do you currently face at work?
 Are any of your colleagues competing with you for projects or roles?
 Is your job (or the demand for the things you do) changing?
 Does changing technology threaten your position?
 Could any of your weaknesses lead to threats?

54. aims and objectives
 achievement dates
 review dates;
 learning programme/activities;
 action plans;
 personal development plan