This document provides a literature review on the impacts of graduate development programs (GDPs) on graduates and organizations. It discusses three key impacts: 1) GDPs help attract potential employees and create a competitive recruitment environment; 2) Training programs within GDPs help develop graduates' skills and ease their transition to the workplace; and 3) GDPs aim to increase graduate retention rates through satisfying their needs, but graduates now see their first job as a stepping stone rather than staying in one organization. The literature review examines these impacts and discusses debates around how effectively GDPs achieve their aims.
MODELLING TRAINING EFFECTIVENESS AND ITS IMPACT ON DEVELOPMENT OF MANAGERS IN...IAEME Publication
The study made attempt to evaluate the effectiveness of training provided and its impact in the manager’s development. The banking employees designated as managers, branch managers, asst. Branch managers are consider for this study. A draft Questioner was consists of 6 different set of question. They are personal and demographic profile (6), Training session (6), training content (5), and training aspects (5), transfer of learning (6), manager’s development (8). The conceptual questions are anchored with 7 point linker scale and the Questionnaire was issued to the managers randomly to collect a primarily information as the results were good. Finally, the data analysis with statistical namely IBM SPSS 22 and IBM SPSS AMOS 22. At first frequency table was tabulated for personal and demographic profile. Secondly structure equation model was applied to evaluate the impact of training effectiveness in manager development.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
Looking for a management assignment sample online? Look no further! Our website offers free samples of management assignments that you can download and use as a guide for your own work.
Our management assignment samples cover a range of topics, including strategic management, financial management, human resource management, and more. Each sample is carefully crafted by experts in the field and is designed to help you understand the key concepts and principles in management.
By downloading our management assignment samples, you can learn how to structure your assignments, analyze case studies, conduct research, and present your findings effectively. Our samples are SEO-friendly, meaning they are optimized for search engines and are easy to find on our website.
So why wait? Download our free management assignment samples today and take your management studies to the next level!
MODELLING TRAINING EFFECTIVENESS AND ITS IMPACT ON DEVELOPMENT OF MANAGERS IN...IAEME Publication
The study made attempt to evaluate the effectiveness of training provided and its impact in the manager’s development. The banking employees designated as managers, branch managers, asst. Branch managers are consider for this study. A draft Questioner was consists of 6 different set of question. They are personal and demographic profile (6), Training session (6), training content (5), and training aspects (5), transfer of learning (6), manager’s development (8). The conceptual questions are anchored with 7 point linker scale and the Questionnaire was issued to the managers randomly to collect a primarily information as the results were good. Finally, the data analysis with statistical namely IBM SPSS 22 and IBM SPSS AMOS 22. At first frequency table was tabulated for personal and demographic profile. Secondly structure equation model was applied to evaluate the impact of training effectiveness in manager development.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
Looking for a management assignment sample online? Look no further! Our website offers free samples of management assignments that you can download and use as a guide for your own work.
Our management assignment samples cover a range of topics, including strategic management, financial management, human resource management, and more. Each sample is carefully crafted by experts in the field and is designed to help you understand the key concepts and principles in management.
By downloading our management assignment samples, you can learn how to structure your assignments, analyze case studies, conduct research, and present your findings effectively. Our samples are SEO-friendly, meaning they are optimized for search engines and are easy to find on our website.
So why wait? Download our free management assignment samples today and take your management studies to the next level!
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
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 ...
Role of Pre-Employment Training in Enhancing Employability of Diploma EngineersINFOGAIN PUBLICATION
This paper presents an empirical study conducted to find out the role of pre-employment training in enhancement of employability. The study was specifically focused upon the automobile cluster employing the fresh engineering diploma holders. The universe of the study consisted of 26 such industries. Stratified random sampling technique was employed for drawing the sample classified into two groups: - 1) Managerial level and 2) Supervisory level consisting of engineering diploma holders. Standardized scales were administered to 572 Ss out of which 12 responses were dropped down, and 560 Ss were retained in the final sample put to experimentation. Descriptive and analytical research techniques were applied for the analysis of the data collected during the experiment. Statistical tools like ‘Cronbach alpha coefficient’, ‘Pearson correlation coefficient’, ‘Analysis of variance (ANOVA)’ etc were employed for treatment of the collected data for drawing the useful conclusions and testing of the hypotheses. From the experimental analysis the employability of diploma engineers was found to be associated with pre-employment training. Such a study focused on the fresh engineering diploma holders employable by the industries has yet not been reported in the literature.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
IntroductionLLOYDS Bank has been delivering professional assTatianaMajor22
Introduction
LLOYDS Bank has been delivering professional assistance and
recommendations to British consumers, companies, and societies
since 1765. Its understanding is based on this background,
enabling our customers of all generations economic comfort and
peace. It operates in the private sector. (Llyods, 2022).
This presentation is about the two areas of Management which are
Motivating the employees during the time of unprecedented
change and Ensuring employees’ readiness.
We will also be learning about the impact of covid on these areas
and how the organization is making efforts to amend the
consequences.
Employee motivation refers to the amount of enthusiasm, dedication, and invention that
employees bring to their professions. (Susilo, 2018). Finding strategies to encourage
employees is always a management priority, regardless of whether the economy has grown
or declined. Motivating employees at the time of Covid-19 is the biggest challenge for all
companies and organizations. (Przytuła, Strzelec and Krysińska-Kościańska, 2020).
Therefore, LLOYDS Bank is trying to –
• In the current situation, the bank is trying to understand its employees and let them
know that the organization is here for them to help in achieving the targets.
• By providing an unbiased review of present circumstances to them, and comfort them
that the challenges will be faced together.
• By allowing the employees to make decisions about their work as much as possible and
encourage them to share their expertise and talents.
• By taking opinions and knowing the perspective of the employees to make them feel a
part of the company.
• Rewarding the employees on little success, so that they can be appreciated and can work
harder for the bigger targets.
• Incorporating leaders to follow activities to the inspirational portfolio in order to enhance
trust and sense of safety in the company while decreasing the level of anxiety,
resentment, and skepticism.
• Starting the interaction directly and regularly with each member of the team,
understanding them and enabling them to get to know about the goals and objectives of
the company, and establishing the company’s enthusiasm and purpose in them. (Schall,
and Chen, 2021).
Employee readiness is described as the degree to which employees are
prepared or eager to take part in learning. It plays a significant role for the
organization in a way that the trained employees will contribute to the
decision-making process which will lead to the diversities of ideas and
hence will lead to better decisions for the organization. (Matthews, Daigle
and Houston, 2018). Employee’s availability for training is characterized as
having the necessary character qualities such as capability, personality,
commitment, and willingness. Developing functional adaptability will require
adapting employees' skills and positions to post-pandemic modes of
working. (Roemer, Sutton and Medve ...
HRM 326 TUTORIALS Lessons in Excellence / hrm326tutorials.comkopiko38
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
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 ...
Role of Pre-Employment Training in Enhancing Employability of Diploma EngineersINFOGAIN PUBLICATION
This paper presents an empirical study conducted to find out the role of pre-employment training in enhancement of employability. The study was specifically focused upon the automobile cluster employing the fresh engineering diploma holders. The universe of the study consisted of 26 such industries. Stratified random sampling technique was employed for drawing the sample classified into two groups: - 1) Managerial level and 2) Supervisory level consisting of engineering diploma holders. Standardized scales were administered to 572 Ss out of which 12 responses were dropped down, and 560 Ss were retained in the final sample put to experimentation. Descriptive and analytical research techniques were applied for the analysis of the data collected during the experiment. Statistical tools like ‘Cronbach alpha coefficient’, ‘Pearson correlation coefficient’, ‘Analysis of variance (ANOVA)’ etc were employed for treatment of the collected data for drawing the useful conclusions and testing of the hypotheses. From the experimental analysis the employability of diploma engineers was found to be associated with pre-employment training. Such a study focused on the fresh engineering diploma holders employable by the industries has yet not been reported in the literature.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
IntroductionLLOYDS Bank has been delivering professional assTatianaMajor22
Introduction
LLOYDS Bank has been delivering professional assistance and
recommendations to British consumers, companies, and societies
since 1765. Its understanding is based on this background,
enabling our customers of all generations economic comfort and
peace. It operates in the private sector. (Llyods, 2022).
This presentation is about the two areas of Management which are
Motivating the employees during the time of unprecedented
change and Ensuring employees’ readiness.
We will also be learning about the impact of covid on these areas
and how the organization is making efforts to amend the
consequences.
Employee motivation refers to the amount of enthusiasm, dedication, and invention that
employees bring to their professions. (Susilo, 2018). Finding strategies to encourage
employees is always a management priority, regardless of whether the economy has grown
or declined. Motivating employees at the time of Covid-19 is the biggest challenge for all
companies and organizations. (Przytuła, Strzelec and Krysińska-Kościańska, 2020).
Therefore, LLOYDS Bank is trying to –
• In the current situation, the bank is trying to understand its employees and let them
know that the organization is here for them to help in achieving the targets.
• By providing an unbiased review of present circumstances to them, and comfort them
that the challenges will be faced together.
• By allowing the employees to make decisions about their work as much as possible and
encourage them to share their expertise and talents.
• By taking opinions and knowing the perspective of the employees to make them feel a
part of the company.
• Rewarding the employees on little success, so that they can be appreciated and can work
harder for the bigger targets.
• Incorporating leaders to follow activities to the inspirational portfolio in order to enhance
trust and sense of safety in the company while decreasing the level of anxiety,
resentment, and skepticism.
• Starting the interaction directly and regularly with each member of the team,
understanding them and enabling them to get to know about the goals and objectives of
the company, and establishing the company’s enthusiasm and purpose in them. (Schall,
and Chen, 2021).
Employee readiness is described as the degree to which employees are
prepared or eager to take part in learning. It plays a significant role for the
organization in a way that the trained employees will contribute to the
decision-making process which will lead to the diversities of ideas and
hence will lead to better decisions for the organization. (Matthews, Daigle
and Houston, 2018). Employee’s availability for training is characterized as
having the necessary character qualities such as capability, personality,
commitment, and willingness. Developing functional adaptability will require
adapting employees' skills and positions to post-pandemic modes of
working. (Roemer, Sutton and Medve ...
HRM 326 TUTORIALS Lessons in Excellence / hrm326tutorials.comkopiko38
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
FOR MORE CLASSES VISIT
www.hrm326tutorials.com
This Tutorial contains 2 Sets of Papers/PPT for each Assignments
HRM 326 Week 1 Individual Assignment Consulting Assessment (2 Papers)
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
An Analysis On The Impact Of Graduate Development Programmes On Graduates And Organisations.
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An Analysis On the Impact of Graduate
Development Programmes on graduates
and organisations.
word count: 3023.
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Content
Section 1: Literature Review....................................................................................................................................................3
Section 2: Case Study Descriptions....................................................................................................................................... 7
Case Study 1: Developing Graduate Engineers at Kentz Engineers & Constructors..................................7
Case Study 2: an Australian public sector organisation................................................................................. 10
Section 3: Independent Analysis...........................................................................................................................................12
The Kentz GDP and Process of Learning.........................................................................................................12
Kentz, Graduate Retention and Sustainability..................................................................................................13
Line managers, Retention rate and Employability........................................................................................... 14
Bibliography.............................................................................................................................................................................. 16
Appendix 1................................................................................................................................................................................ 20
URL's to 2 case studies........................................................................................................................................20
Appendix 2................................................................................................................................................错误!未定义书签。
Peer Evaluation Form...........................................................................................................错误!未定义书签。
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Section 1: Literature Review
Human resource management is a system to manage employees and achieve their value
in the company. (Inc.com, 2018). According to Scott (2018), six fundamental models of
Human Resource Management include human resource planning, recruitment, training
and development, performance management, compensation and benefits management,
employee relationships management. Within this project, using Graduate Development
Programme (GDP), this report will specifically analyse the impacts of training and
development on companies.
As a module of human resource management, recruitment includes campus and society
accesses. GDP is one of the main parts in campus recruitment,the definition of GDP
means company select high potential graduates, providing training to improve overall
corporate performance (Gradierland et al., 2018; Viney et al., 1997). GDP regarded as a
logical talent management strategy, recruitment, development and retain as three
practices and activities in talent management strategy (McDermott et al., 2006).
Company provided appropriate method to train graduates,it is Kolb’s learning cycle
relevant to graduate training processes. David Kolb published his learning cycle model in
1984, and presented four-styles of the learning cycle (Kolb, 1984).
Figure 1. Kolb’s Learning cycle (Kolb, 1984)
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Through the model, Kolb suggested that effective learning is based on the communication
between a student and a teacher or in a company’s case, the graduate trainee andmentors.
Fundamentally, this model suggests how employees can empower each other through
learning (Kolb,1984).GDP isa common practice for organizations to raise their intellectual
capital, which also provides opportunities for graduates to gainconcrete experience and
communicate with mentors (Drucker, 1959; McDermott et al., 2006; Okazaki-Ward, 2003).
In some ways the learning cycle could bring positive learning advantages for company
employees, but some scholars argue to differ. Clare Forrest (2004), for instance, argues
that the model is not realistic. It is difficult for employees to experience all four learning
styles at the same time, the question here is if candidate skip certain stages of the cycle,
does it mean he/she failed the learning process? In some ways, the model presented by
Kolb proves simplistic, neglecting the ways of learning and individuality (Forrest,2004).
Another critique on Kolb’s model that it is failed to address the fundamentals of learning.
Rogers (1996) argued that learning is about an individual setting goals, intentions, choices
and decision making processes, and Kolb’s model fail to include these elements.
Nevertheless, learning is an important outcome of GDPs, but Kolb’s model of learning
deserves to be revisited.
GDP as talent management strategy, could be divided into recruiting, developing and
retention (McCracken et al, 2016). In addition, since most of top-performing employers
view graduates as potential employees, Garavanand Morley (1997) has paid increasing
attention to a range of impacts on the processes of graduate development program.
The first effect companies typically face is seeking and attracting potential employees, this
impact tends to be effective in the process of recruiting. Importance of graduate
recruitment has been increasing and most companies view graduates as high potential
staff, who contribute to make a difference in company’s performance (Tansley et al., 2007;
McCracken et al., 2016; Stahl et al., 2012). While the competition within a young talent
recruitment market is fierce (McCracken et al., 2016),many top performing companies
would choose launching graduate development program to attract talent graduates and
create competitive environment (Oppong, 2013; Nikandrou et al., 2008).
Launching graduate development program could provide advantages to organization,
whilst scholars also pay attention to a range of issues. Gill(1978) argued that candidates
should not join in any specific job before finishing effective training program, while some
employers could only offer practical job to graduates rather than developing and training
working skills, in this case, organizations have inclination to disappoint graduates and lose
reputation. In addition, Sturges and Guest (1999) suggested that GDP is an attractive
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method to acquire potential graduates, while the premise is that it should be taken
effectively. Some organizations tend to use GDP as an efficient recruitment method,
however, companies would not like to put commitment into practice.
The other impact is training transfer which is belonged to the area of developing.
Nikandrou et al. (2008) mentioned that the aim of training is improving skills of employees
and targeting at increasing competitiveness of companies. As graduates entering
organizations, new employees could experience transition in terms of ‘school-to-work’
environment (Humburg and Velden, 2013).Several authors mentioned that graduates are
not ready for working, because they experience lack of ‘soft skills’ such as communication,
leadership, teamwork and etc.(De la Harpe et al., 2000 and Medhat, 2003). Thus, training
has become a necessity. Furthermore, a study by Dean (1985) shows that good training
lead to satisfaction of graduates and increasing of retention rates.
Followingly, there are five categories of organization career management techniques,
basic and active planning techniques are tended to be adopted to train and develop
graduates. Hence, training process could be beneficial for personal development, if
trainees combine personal goals with training program, it could not only take advantages
of acquiring ‘soft skills’ and adapting to working environment, but also increase general
reputation of company (Switzer et al,2005; Nikandrou et al., 2008). However, if training is
obligatory, it could lead to negative impact on motivation and transfer (Nikandrou et al.,
2008).
Figure 2.
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The last GDP’s impact is focusing on graduate retention rate. Nowadays, graduates
realize that it is no longer a necessity to remain in one fixed organization (Kandola et al.,
2001). According to King (2013), graduates would like to treat first job as a step stone to
acquire better workforce and increase employability. In addition, compared with higher
salary, challenging work and advancement opportunities play more important roles in
graduates satisfaction levels (McDermott et al., 2003).Thus, for the purposes of achieving
expectations of graduates, it is highly recommended that employers realise and satisfy
graduates’ needs and manage development programme effectively to achieve higher
retention rates (McDermott et al., 2003; Sturges and Guest, 1999).
According to Costea et al. (2012), currently, the necessity of a new strategy of interaction
between the higher institution and the emerging labor market becomes obvious, due to the
emergence of a market mechanism for the supply and demand of labor. Tran (2015)
argues that graduates with only theoretical knowledge "will be unable to meet the
requirements of the contemporary workplace" (p208) and suggests that employers should
put own efforts to increase the employability of graduates. Employability was defined by
Hillage and Pollard (1998) as "the capability to move self-sufficiently within the labour
market to realise potential through sustainable employment" (cited in Clarke, 2017, p794).
Since one of the crucial reasons for companies to support employability implied by
elaboration of loyalty and commitment (Clarke, 2017) and organisations expect the most
outstanding graduates to continue their career within this company (Galunic and Anderson,
2000), GDPs have become extremely popular for both employers and graduates (Clarke,
2017; McDermott et al., 2006).
To summarise the literature findings, GDP likely to have impacts on seeking and attracting
potential employees, training transfer and graduate’s retention rate, as well as providing
graduates a base for building employability. GDP could be beneficial for effective
recruitment, while employers who are insufficient for managing skills could result in
negative impacts. Additionally, good training for graduates could enhance development
and motivation, however, obligatory might lead to reverse effects. Finally, compared with
higher salary, challenging work and advancement opportunities can make more positive
effects on graduate retention rate, it is suggested that employers could satisfy the needs of
graduates and implement GDP more efficient.
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Section 2: Case Study Descriptions
Case Study 1: Developing Graduate Engineers at Kentz Engineers & Constructors.
One of the industries that is facing a shortage of young graduate talents is the construction
and engineering industry (Blough, 1966; Clarke and Herrmann, 2007; O’Donnell et al.,
2008; Pearman, 2007). In this section, a case study on engineering company Kentz (now
acquired by Montreal’s SNC Lavalin Group) will be analysed. Written by Kentz engineers &
constructors Hugh O’Donnell and Takis Karallis, this literature aims to outline how Kentz
developed a graduate engineering program. Today, Kentz is active in 22 different countries,
from the Middle-East to European countries such as artic Russia, since 2006 it employs
10,500 employees (O’Donnell et al., 2008; Karallis and Sandelands, 2011).
To cope with graduates transitioning from higher education to work (Holdern and
Hambelett, 2007), Kentz launched the Supervisory Management Development Programme
(SMDP), in particular the Rotation Exposure Experience Programme (REEP) for graduate
engineers (O’Donnell et al., 2008). This programme was designed for graduates, to
facilitate a range of training and learning objectives over an 18-24 month period.
Figure 3. The entry point of graduates in the SMDP programme.
*The SMDP offers 4 sub-programme, REEP is the main entry point for graduate engineers
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Diagram below provides an overview on how the REEP works for graduates.
Figure 4. REEP process.
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O’Donnell et al., (2008) emphasized the main goals and findings of this programme below:
Figure 5. Goals and findings of the REEP program.
The program also sends graduates overseas, stationed in work camps. Working overseas
was a global learning and development strategy (Karallis and Sandelands, 2011;
O’Donnell and Karallis, 2008). The authors found out this method has expanded company
presence, increased international workforce and provide exposure and experience for
graduates in different working environments.
This chosen literature is a credible source when reflecting the importance of GDPs for
companies such as Kentz. Two of the main authors were Kentz employees, and in the
particular Hugh O’Donnell was the chief executive of the company during the literatures
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publication. Next, that fact the authors published the journal on an academic literature
platform shows how they value recruiting university graduates. This academic journal is a
form of advertisement of the REEP program, engineering students who came across the
article will have a chance to investigate and learn more about Kentz and the overall
context of the engineering industry. This literature is an example of how employers begin
the process of recruitment in universities (Gradierland et al., 2018; Viney et al., 1997).
Case Study 2: an Australian public sector organisation.
Even though the outcomes of GDP are not always as expected by organisations (Shaw
and Fairhurst, 2008), it provides a strong vehicle to heighten employability, particularly in
private sector. The following analysis is based on case study on impacts of GDP on
employability in Australian public sector organisations.
An object under observation during case study was a large state-government department
in Sydney. The department hired graduates through the announcement in their web-site:
"We are seeking talented graduates with a range of skills and abilities, who share our
vision to support those in need and make [the state’s] communities stronger" (Clarke,
2017). The competition among applied graduates was very high, noting 500 applications
for 25 open graduate positions, yearly since 2010. Background of graduates varied, as
they were recruited from disciplines such as business, architecture, information technology,
marketing, engineering, psychology and social work.
Although participants of the programme had expectations that they would be given job
which perfectly meets their current knowledge and where they can improve their weak
skills, some graduates found a lack of suitable work. Thus, majority were given tasks,
which were totally unrelated to their study areas. Positions with no structure or low
demand, in addition to low-level tasks as photocopying, increased dissatisfaction of some
participants. Another disadvantage of the programme was an absence of job rotation,
where the expectations of participants to move across different departments and learn
more in overall failed.
However, apart from some graduates, who were unhappy with a gap between their
background and graduate programme, others found it as an opportunity to learn in new
area, gain experience, broader skills, and finally to have an extra point in their CVs, as it
was a critical component of participating in GDP from the beginning. Additional positive
effect was gained from the line managers, who took "proactive mentoring approach"
(Clarke, 2017) and not just tried to give tasks meeting participants' theoretical background,
but put efforts to push graduates out of their comfort-zone leading to increase of
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employability. Moreover, such managers gave a chance to experiment and learn through
own errors.
Since it was mentioned in the beginning of the programme that GDP did not guarantee
ongoing employment and it was participant's responsibility to find and stick to vacant
position if he or she wanted to work in public sector, the study found that opportunity of
development was the biggest motivator for joining public sector. GDP granted participants
with a chance to work on existing skills, build new strong adroitness and enhance their
resume. To have an employability orientation was recognised crucial by graduates in the
end of the programme, as "Building employability, ..., can only be effective if it is a shared
responsibility between the organisation and the individual" (Veld et al., 2015 cited in Clarke,
2017).
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Section 3: Independent Analysis.
The Kentz GDP and Process of Learning.
As mentioned before, GDPs are opportunities to increase intellectual capital and empower
learning within a company. This transfer of knowledge is exchanged between old and new
employees, in this case graduates. One of the best ways for graduates to make good use
of their GDP is building a mentoring relationship (Clutterbuck, 2004; O’Donnell et al., 2008;
Scandura et al., 1996; Kolb 1984).
The Kolb learning cycle (Honey and Mumford, 1992; Kolb, 1984) can reflect the learning
process between an engineering mentor and the graduate mentee described in the chosen
literature.
Figure 6. Process of learning for Kentz graduate engineers.
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As described by the 4 stages above, Kolb’s learning cycle provides an overview of the
stages a graduate will face during an engineering GDP, furthermore suggest how GDPs
can impact the careers of graduate engineers. Reflecting on scholars such as Nikandrou
(2008), this case study proves GDPs can improve skills, it also provides good transition
from school to working environments. Soft skills such as interpersonal skills, leadership
and teamwork can all be learnt from the REEP program (Humburg and Velden, 2013;
O’Donnell et al., 2008).
On the contrary, the learning cycle presents limitations. In case for graduate engineers, the
reflection, conceptualisation and active experimentation requires a mentor. If the mentor is
missing after concrete experience, Kolb’s learning cycle will not be applicable (Forrest,
2004). This limitation also extends to other professions, stressing the importance of
mentors in the learning processes, examples include players of a football team requires a
coach, school students require a teacher. Without mentors, students can never reach full
potential in personal development. Nevertheless, if graduates are to fully thrive in a
specific job (Gill and Banks, 1978; Nikandrou, 2008; O’Donnell et al., 2008), GDPs with
mentors will be good preparation.
Kentz, Graduate Retention and Sustainability
Even though the REEP programme proves critical in a graduates learning process, low
graduate retention are still common issues for modern companies. Graduates today are
conscious about the fact they longer need to work in a fixed organization, GDPs are a
source of increasing employability, not as a career (Kandola et al, 2001 & King, 2003). In
the Kentz case study, there is high competitiveness and the lack of professional talent. The
company has invested highly on GDPs, but engineer graduates are still in prioritized
position to choose other employers (O’Donnell et al., 2008). This is where the REEP
programs comes useful.
To increase the retention rate, Kentz not only have to provide high salaries to satisfy
employee’s needs, promotions are also necessary (King, 2003; McDermott et al., 2005;
O’Donnell et al., 2008). Kentz provided different methods to retain graduates. one was
expanding an international platform to provide opportunities for promotion and new
surroundings in overseas (Karallis and Sandelands, 2011; O’Donnell et al., 2008). The
centre of REEP programmes is the rotation system, graduates are giving the chance to
discover their best and comfortable job positions. This ensures that graduates are working
in the right positions, which reduces employee turnover (O’Donnell et al., 2008).
Finally, as mentioned a well-planned mentor scheme will also increase retention rates.
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Clutterbuck (2004) agree that an effective mentor who encourages, nurtures and teaches
graduates can provide mutual trust and respect. These behaviour will increase the loyalty
of graduates to the company.
The effort required for a GDP should not be underestimated, not only does it represent the
value of a company, it also is a source of company sustainability in the future (Karallis and
Sandelands, 2011; O’Donnell et al., 2008). Kentz investment in graduate engineers
through GDPs have proven to a strategic priority, and have proven beneficial for the
company.
Line managers, Retention rate and Employability
The case of Australian public department is confirmed that GDP should be implemented
effectively (Sturges and Guest, 1999) and organizations need to offer opportunities to help
graduates train working ‘soft skills’ (Clake, 2015). In this case study, graduates indicated
that the absent of job rotation leads to the fail expectation of participants, however,
‘proactive mentoring approach’ helped graduates to train employability skills efficiently
through own errors in practical studies. A key motivation for effective implementation
ofGDP is the encouragement of personal interest rather than obligatory
implementing(Clake, 2015; Nikandrou et al., 2008).Therefore, if trainee could synergise
between own interest and training courses, it has high possibilities that graduates acquire
knowledge as much as possible.
In theory, authors hypothesized that graduates are supposed to be supplied with suitable
job responsibilities and targeted at training and development (Gill, 1978). In practice,
Australian public sector provided unexpected position without training necessary skills. As
organisation organizations ignored the rule of ‘putting the right person into right position’,
the key issue might be that Australian public sector viewed GDP as an effective
recruitment method, and during the recruitment process, graduates chose GDP in
Australian public sector to achieve more training opportunities and challengeable job
responsibilities.
Graduate's employability was defined as his or her chances to meet requirements of a
position in labor market. Silla et al. (2009), Wittekind et al. (2010) and Vanhercke et al.
(2014) claimed that employability depends on individual's well-being, employment
opportunities, adaptability and competence at work place. At the same time, as it was
mentioned in literature review, challenging work and advancement opportunities are more
important in graduate's satisfaction level. Thus, according to scholars, companies, focused
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on retention rate, provide better opportunities to graduate, which is a slight contradiction
regarding Australian public sector, where organization focused on higher employability
performance rather than retention. Analysing case study on Australian's public sector
organisations, it was discovered that within public sector context, graduates are not
provided with job security, even though majority of participants had anticipated it, on the
contrary, organisation provided a base to build flexibility, adaptability and competitive
advantage for participants of GDP in order to meet rapidly changing job requirements
(Veld et al., 2015). Critically, public organisations do not provide broad options for job
placement and career prospective within an organisation, hence, importance of retention
rate of GDP participants had faced contradiction in this case study, while company still
contributed to employability of graduates and their job success.
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Appendix 1
URL's to 2 case studies
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developing graduate engineers at Kentz Engineers & Constructors. Education + Training,
50 (5), 439-452.
https://www.emeraldinsight.com/doi/full/10.1108/00400910810889101?fullSc=1
Clarke, M. (2017). Building employability through graduate development programmes: A
case study in an Australian public sector organisation. Personnel Review, 46 (4), 792-808.
https://www.emeraldinsight.com/doi/full/10.1108/PR-12-2015-0321