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Staffing
Managers are responsible for building an organisation through the process of
recruiting, selection, and development of individuals as capable employees. This
process is known as staffing.
Functions of Staffing

• Obtaining qualified individuals for various job positions inside the organization
• The process of staffing ensures that the most qualified candidates are selected
for open positions, which results in greater levels of both productivity and
performance.
• It contributes to the promotion of the most effective and efficient usage of
human resources in a variety of ways.

• The successful recruitment of the right person raises the level of job satisfaction
and morale experienced by workers
The process of staffing serves to guarantee that human resources are used more
effectively.

• It secures the organization’s continued existence as well as its continued

expansion using development managers.

• Proper people can be placed in the right jobs with the help of staffing services.
• Staffing is a function that is used in many different contexts. It is the
responsibility of managers at every level of management to carry it out.

Objectives Of Staffing
The important objectives of staffing are:

• To get the appropriate employees for the appropriate positions.

• To educate and cultivate the available human resources.
• To design policies for personnel matters, such as transfer, promotion, and other
related work.
• To effectively shape the available human resources and to motivate those
resources toward better levels of performance.
• To create a positive and productive working connection between employers and
employees as well as between different groups of employees.
• To ensure that the demands of the workers are met to the workers’ satisfaction
so that they will become dedicated and loyal to the organisation.
• To keep positive human interactions in place in order to foster strong morale
among the workforces.

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Facets Of Staffing
There are three primary facets of staffing, which are as follows:

• Recruitment: Recruitment is a positive process that seeks to attract a bigger

number of people with ideal profiles to apply for open positions. The
organization’s goal with recruitment is to fill positions as quickly as possible.
The more people that apply for a job, the better your chances are of finding an
applicant who meets your requirements
• Selection: Selection is a procedure that eliminates candidates by carefully
reviewing their applications and choosing those who are the best fit for the open
position. The selection process is different from the recruitment process in that
it rejects applications.
• Training: Training is another constructive activity that improves the employees’
knowledge and abilities, as well as their capacity to do their jobs more
effectively.

Significance Of Staffing
• Recognizes Competent Staff
• Enhancement of Overall Performance
Ongoing Capability for Survival and Development
• The Optimal Employment of the Available Human Resources
• Increases Job Satisfaction and Contributes to a Positive Morale

System Approach to Staffing

• A method based on an open system is required for staffing. It is carried out
within the company, which, in turn, is linked to the environment outside
the company. For this reason, it is necessary to take into consideration the
internal factors of the company, which include the personnel policies, the
organisational climate, and the reward system.

• The current organisation structure, as well as any plans for the structure, will
determine the number and types of managers needed. Using the management
inventory, a comparison is made between the needs for managers and the
available talent. According to the findings of this investigation, both external
and internal sources are used in the procedures of recruitment, selection,
placement, promotion, and termination.

• As the model demonstrates, staffing has an impact on both leading and

controlling. For instance, managers who have received adequate training
are able to cultivate an atmosphere in which members of the workforce
can simultaneously achieve both the enterprise’s goals and their own
personal objectives by cooperating in groups. In other words, having the
appropriate number of staff makes leading easier.

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• The external environment is also something that cannot be ignored; high

technology calls for managers who possess a high level of education,
training, and expertise. It is possible that an organisation will not be able to
expand at the desired rate if it is unable to satisfy the demand for managers of
this type.

Recruitment
Staffing refers to the process of hiring individuals who are the most qualified for a job
whereas recruiting is the process of finding potential applicants for a job and
encouraging them to apply for the vacant post.
The primary stages involved in the recruitment process:

• Determining the need for hiring

• Conceiving a recruitment strategy
• Drafting a job description
• Publicising the position
• Recruiting candidates for the position
• Examining applications
• Conducting a phone interview or initial screening
• Conducting interviews
• Evaluating candidates
Conducting a background check
• Making a decision
• Checking references
• Making an offer of employment
• Hiring candidates
• On boarding of candidates
Types of Recruitment

• Internal Recruiting: The process of filling open positions within a company

with current staff members from that organisation is known as internal
recruiting.
• Retained Recruiting: When a company engages a recruiting firm, they can do so
in numerous different ways; one of the most prevalent ways is retained
recruiting. When an organisation hires a recruiting firm to fill a vacant position,
the organisation is responsible for paying an upfront fee to the recruiting firm.
Up to the point that the post is filled, the company is responsible for locating
potential candidates.
• Contingency Recruiting: This type of recruiting, like retained recruiting,
requires the assistance of an outside firm. In contrast to retained recruiting,
contingency hiring does not require an upfront payment. Instead, the
recruitment company is only compensated when one of the candidates they
represent is offered and accepts a position within an organisation.

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• Recruiting for Staffing Agencies: Staffing recruiters are employed by staffing

agencies. Staffing and recruiting involve pairing skilled job seekers with open
positions that meet their qualifications. In addition, most of the jobs that staffing
companies fill are either temporary or only available for a limited time.
• Outplacement Recruiting: When it comes to recruitment, outplacement is a
type of advantage that is often sponsored by employers and assists former
employees in making the transition into new jobs. The purpose of outplacement
recruiting is to equip people who have lost their jobs with the tools necessary to
locate new employment or pursue other lines of work.
• Reverse Recruiting: This is a procedure in which an employee is urged to seek
employment with a new business that offers a better fit for their skill-set. This
process refers to the practice of encouraging an employee to seek employment
with a different organisation. Workers who need assistance with this procedure
can take advantage of our Reverse Recruiting service, which offers reviewing of
resumes, holding mock interviews, and providing in-depth explanations of
various job roles and responsibilities

Selection
The phase of the staffing process known as selection is the component of the hiring
procedure that entails selecting an employee to hire from a shortlist of exceptional
applicants who have been reduced.
The Selection Process

Preliminary Interview: This is a very generic and basic interview that is held to
exclude the candidates who are utterly unfit to work in the organisation.
• Taking Applications: The candidates submit their resumes. The application
provides the interviewers with information about the candidates, such as their
biographical data, their work experience, their hobbies and interests.
• Examining the Applications: Once the applications have been received, a
special screening committee examines them in order to select potential
candidates from among the applications who will then be contacted to schedule
interviews.
• Employment Tests: This is accomplished by the administration of numerous
job exams, including IQ tests, aptitude tests, competence tests, personality tests,
and so on.
• Formal Interview: Interviews for jobs are conducted to determine in great
depth a candidate’s skill set and whether they have the capacity to work in the
business. The purpose of an employment interview is to determine whether the
candidate is suitable for the position, as well as to provide the candidate with
information regarding the work profile and the responsibilities that would be
expected of the potential employee.
• Verification of References: The individual who provides a possible employee’s
reference is also a very important source of information, so we must check with

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them. The referee will be able to provide information regarding the individual’s
capabilities, experience in the prior firms, leadership, and managerial skills, and
more.
• Medical Tests: Employers can determine whether or not any of the potential
applicants are physically and psychologically fit to undertake the tasks
associated with their professions with the help of medical examination. There
would be fewer incidents of absenteeism, accidents, and employee turnover if
there is an effective system of medical check-ups in place.
• Final Selection and Appointment: This is the last phase in the selection
process, and it consists of a letter announcing the final selection and
appointment

Training
Training is the process of increasing the skills, capacities, and knowledge of workers so
that they are better suited to perform certain job duties. The training process shapes
the way people think and ultimately leads to improved work performance from those
individuals.
Importance of Training

• Boosts Employee Morale: Training helps employees achieve job stability and
job satisfaction, which in turn boosts employee morale.
• Decreased requirement for supervision: An employee who has received
adequate training will be familiar with his duties and details of his work and will
require less oversight.
Reduction in the number of accidents: When a person has received additional
training, there is a decreased likelihood of them being involved in an accident
while on the job, and they also become more proficient.
• Increased Promotion Chances: Training helps employees improve their
abilities and effectiveness, which increases their chances of being promoted.
• Increased productivity: Employees that have received adequate training
demonstrate both quantity and quality in their work. If staff are given the
appropriate training, there will be less waste of time, money, and other
resources.
Types of Training

• On-the-job Training: This type of training refers to the methods that are used to
instruct workers while they are performing their regular duties at an
organisation. The training method is straightforward and efficient in terms of
cost. “Learning by doing” is the guiding principle behind this type of
instruction. On-the-job training can take many forms, such as job rotation,
mentoring, temporary promotions.
• Off-the-job Training :. Training that takes place in a setting that is not the
employee’s normal place of employment is referred to as “off the job training.” It

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is typically utilised if new workers are hired. Workshops, seminars,

conferences, and other similar events are all examples of non-work-related
training opportunities. A system like this is expensive, but it is effective if and
only if a big number of people need to be trained in a relatively short amount of
time. Off the job training is also known as vestibule training, which means
that the employees are trained in a different place (which could be a
vestibule consisting of a corridor, an entrance, a reception room, or
something else) where the actual working conditions are

Retention And Development

Practices that contribute to retention arise in every area of HR, and all positions within
an organisation will need to collaborate with one another to develop and implement
retention plans that incorporate multiple facets.
Effective Practices in Retention

• Hiring: Practices regarding talent acquisition can have a significant impact on

turnover, and a significant body of research indicates that one way to reduce
turnover among newly hired employees is to give applicants an accurate
preview of the work they will be doing as part of the recruitment process.

• Possibilities of Socialising: New employees have a greater chance of remaining

with an organisation if they are exposed to socialisation practices, which are
often given as part of an integrated on boarding and integration programme.
These practices consist of official and informal events that assist individuals
get to know one another, and the assignment of more experienced
employees as role models for new employees in the company.
Training and development: Employees who are not provided with the
opportunity to regularly upgrade their skill sets are more likely to leave a
company that does not provide these possibilities.

• Compensation and rewards: business has three options available to it in order

to retain its workforce: a) Establishing the company as the industry leader in
terms of salary and awards. b) Using a person-based compensation structure to
allow for the customization of rewards to specific requirements. c) Making an
obvious connection between retention and rewards

• Fair Supervision: Fair treatment by a supervisor is the single most critical

factor in determining whether an employee will remain in their position.

• Employee involvement: employees who were highly engaged in their work had
a probability of quitting that was five times lower than employees who were not
engaged in their work.

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Knowledge And Learning Management

The processes of generating, exchanging, utilising, and managing information and
knowledge inside an organisation are collectively referred to as “knowledge
management.”
Benefits of Knowledge Management

• Making knowledge accessible in order to support the development of products

and services that are more innovative

• Shorter development cycles

• Managing creative endeavours and educational growth

• Getting the most out of the experience and knowledge of staff members.

• Facilitating employees’ access to pertinent concepts that are necessary for them
to perform their jobs in a satisfactory manner

• Problem Solving

• Management of both physical assets and intellectual property

There is a model of KM that has been formally specified, and it consists of four different
parts. These aspects are referred to as socialisation, combination, externalisation,
and internalisation, respectively. This paradigm, which comes under the heading
of the SECI Model for Knowledge Management, was established by Nonaka and
Takeuchi
Learning Management Systems and the SECI Model

Socialisation

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• True knowledge management requires that there be a constant flow of information

and knowledge amongst employees, and this flow should not be restricted in any
way.

• The utilisation of chat rooms and the opportunity for employees to communicate
with one another while they are studying are two features that are made possible,by
learning management systems (LMS).
Externalisation

• One approach is to connect the material covered in online learning courses to

events that are taking place in actual workplaces.

• For instance, workers can participate in training and then be directly asked to apply
what they’ve learned to their jobs outside of the context of a virtual learning
environment.

• Testing the employees’ expertise is yet another method for integrating

externalisation into the process. Then, based on how well individuals do their jobs,
externalisation can be utilised as a method to develop new forms of training and
learning.
Combination

• The combination component of the knowledge management theory has many

potential applications in the world of business. One approach to achieving this goal
is to make use, in the process of regularly updating and streamlining training, of
both the feedback of employees and the input of subject matter experts.
Internalisation

• The ultimate purpose of utilising a learning management system is for employees to

internalise the information that they have gained. They should be taught essential
skills in a manner that enables them to immediately put those skills to use in their
work.

Performance Appraisal
• The phrase “performance appraisal” refers to the periodic examination of an
employee’s contribution to a company in terms of both job performance and
overall contribution.

• An employee’s abilities, achievements, and growth—or lack thereof, depending on

the results—are analysed during a performance assessment, which is also known as
annual review, performance review or evaluation, or employee appraisal.
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• Performance reviews are used by businesses to provide employees with

comprehensive feedback on their work, as well as to justify salary raises and
incentives, as well as choices regarding employment termination.
Types of Performance Appraisals

• Self-evaluation is when individual employees evaluate their own behaviour and

performance on the job.
• Peer assessment is a rating of an individual’s performance given by their
workgroup or other co-workers.
• 360-degree feedback assessment incorporates comments from the participant, as
well as those of their supervisor and peers.
• Negotiated appraisal is a more recent trend that involves a mediator and aims to
minimise the adversarial aspect of performance reviews by allowing the subject to
present first. This is done to moderate the impact of performance evaluations on
employees. Also places an emphasis on the positive aspects of the individual before
offering any constructive criticism.
Methods of Performance Appraisal

Broadly, all methods of appraisals can be divided into two different categories.

• Past-Oriented Methods
• Future-Oriented Methods

Past – Oriented Methods

a)Rating Scales: Rating scales consists of several numerical scales representing job
related performance criterions such as dependability, initiative, output, attendance,
attitude, etc. Each scale ranges from excellent to poor. The total numerical scores are
computed and final conclusions are derived.
Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large
number of employees covered, no formal training required.
Disadvantages – Rater’s biases.
b)Trait Analysis: Under this method, checklist of statements of traits of employee in the
form of Yes or No based questions is prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited training required, standardization.
Disadvantages – Raters biases, use of improper weights by HR, does not allow rater to
give relative ratings.
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c)Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to
make a choice. HR department does actual assessment.
Advantages – Absence of personal biases because of forced choice.
Disadvantages – Statements may be wrongly framed.
d)Forced Distribution Method: Here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It is
assumed that the performance is conformed to normal distribution. Assumption of normal
distribution, unrealistic, errors of central tendency may occur.
e)Critical Incidents Method: The approach is focused on certain critical behaviours of
employees that makes all the difference in the performance. Supervisors as and when they
occur record such incidents.
Advantages – Evaluations are based on actual job behaviours, ratings are supported by
descriptions, feedback is easy, reduces recent biases, chances of subordinate improvement
are high.
Disadvantages – Negative incidents can be prioritized, forgetting the positive ones, overly
close supervision.
f)Confidential Records: Mostly used by government departments, and in older
organisations where the concept of self-assessment is not encouraged.
Here the report is given in the form of Annual Confidential Report (ACR) and may record
ratings with respect to following items; attendance, self-expression, team work, leadership,
initiative, technical ability, reasoning ability, originality and resourcefulness, etc. The
system is highly secretive and confidential. Feedback to the assessee is given only in case of
an adverse entry.
g)Pen portrait: The assessor pictures in writing about the assessee, regarding his qualities
and performance as well as his potential. Armies use this method in evaluating cadets.

Future-Oriented Methods
a)Management by Objectives: A concept popular till recently and introduced by the
management Guru, Peter Drucker, where performance is rated against the achievement
of objectives stated by the management. MBO process goes as under.

• Establish goals and desired outcomes for each subordinate in a conference between
the management and the concerned subordinate.

• Set performance standards.

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• Assess performance achieved against goals set for the employee through frequent
performance review meetings

• Identify reasons for shortfall and give feed-back for improvement.

• Establish new goals and new strategies for the coming year.
b)Assessment Centre Approach Method:

• Under this method, many evaluators join together to judge employee performance
in several situations with the use of a variety of criteria. It is used mostly to help
select employees for the first level supervisory positions
• The use of situational exercises (such as an in-basket exercise, management games,
role-playing, critical incident and leaderless group discussion, etc.),

• Evaluators are drawn from experienced managers with proven ability at different
levels of management

• They evaluate all employees, both individually and collectively and each candidate is
given one of the four categories: more than acceptable, less than acceptable and
unacceptable,

• A summary report is prepared by the members and a feedback on a face-to-face

basis is administered to all the candidates who ask for it.
e)Behaviourally Anchored Rating Scales (BARS)

• A BARS is a tool for evaluating employees in a defined set of performance

dimensions by comparing their behaviors with specific behavior examples that
anchor each performance level, usually on a five-, seven- or nine-point scale.

• Generate Critical Incidents: Persons with knowledge of the job to be appraised are
asked to describe specific illustrations (critical incidents) of effective and ineffective
performance behaviour.

• Develop Performance Dimensions: The people then divide the incidents into
smaller set (say 5 or 10) of performance dimensions. Each cluster is then defined
clearly.

• Reallocate Incidents: These critical incidents are then reallocated to any group of
people who also know the job. They are given the cluster’s definitions and asked to
redesign each incident to the dimension it best describes. Typically, a critical
incident is retained if some percentage (generally 50 to 70%) of this group assigns
it to the same cluster as the previous group did.
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• Scale of Incidents: This second group is generally asked to rate on a given scale, the
behaviour described in the incident as to how effectively or ineffectively it
represents performance on the appropriate dimension

• Develop Final Instrument: A subset of incidents (usually 6 or 7 per cluster) are

used as ‘Behaviour anchors’ for the performance dimensions.

• The BARS technique has advantages like – More accurate judgment, establishes
clear standards, provide good feedback to the people being appraised, make the
dimensions more independent of each other and it provides independence to the
rater.
f)Key Result Areas (KRAs): KRAs refer to general areas of outcomes or outputs for which
the department’s role is responsible. The Individual Performance and Development Plan
has two component parts, the Performance Plan and its related Individual Development
Plan.
The Performance Plan is constructed by the manager and employee together, focusing on
priority-setting for the performance management cycle and, working co-operatively
through a four-step process:

• Agreeing upon Key Results Areas

• Agreeing upon Performance Objectives
• Agreeing upon Key Performance Indicators and their associated Performance
Targets
• Agreeing upon Action Plans

Human Resource Development

• The purpose of human resource development is to enhance the efficiency of
individuals, groups, and organisations through the coordinated implementation of
various training, organisation, and career advancement initiatives.

• HRD, helps people become more capable. The workforce receives new skills,
knowledge, and attitudes as a result of HRD’s efforts.

• People are able to become more engaged to their jobs when an adequate HRD
programme is implemented. It is necessary to have a reliable performance appraisal
system in order to evaluate individuals according to their level of achievement.

• With the assistance of HRD, a culture of trust and respect can be established in a
given setting.

• With the assistance of HRD, an accepting attitude toward change can be developed.
The employees discovered that they had improved capabilities in terms of being
able to solve problems.
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• It contributes to the overall improvement of the employees’ progress. The

organisation’s sense of teamwork is also boosted by HRD’s efforts.

• it assists in the development of a “efficiency culture” within the firm. It results in an

increase in the efficiency of the organisation.

• It encourages greater participation from staff members. When they do a good job,
workers have a sense of pride and a sense of having accomplished something.

• It also helps to collect data on employee programmes and policies that is helpful
and objective, which further facilitates better planning for human.

Types of Human Resource Development

HRD can take many forms, such as on-the-job training or work shadowing, classroom
education or education obtained online, opportunities for professional development and
growth, and training to ensure compliance with laws and regulations.

• Learning the facets of a work while actually performing the tasks associated with
that employment is what is meant by “on-the-job training.”
• Another related method is “work shadowing”, in which an employee watches
another employee perform the duties of their job in order to acquire the necessary
abilities.
• Another type of growth is intellectual or professional growth, which can take the
form of attending classes at a university or certification programmes, as well as job-
specific trainings and seminars that focus on how to perform one’s job more
effectively

Managing Diversity
• The workforce is becoming increasingly diverse in terms of generations
represented. The workforce is growing increasingly diverse in terms of age, with
members of generations ranging from the seasoned Baby Boomers who have years
of expertise to the fresh-faced Generation Z members who are always connected.
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Advantages of generation diversity:

• Problem-solving: Having a multigenerational workforce can be quite advantageous

when it comes to identifying potential solutions and new methods of handling day-
to-day concerns. This is due to the fact that each generation has a different approach
to problem-solving.
• Understanding diverse audiences: Employing people that belong to each of these
generations allows you to gain a deeper understanding of the various demographic
groups that you are aiming to communicate with.
• Occasions for educational growth: Employees of different generations might
teach one another new ways of thinking about things and ways of conducting
business that are more effective.
• Mentorship: An atmosphere with employees of varying ages is ideal for fostering
mentoring relationships. Many businesses make the decision to launch a
mentorship programme in order to give their staff members the chance to learn
from one another.
Healthy Industrial Relations
• The term “industrial relations” refers to the interaction that exists between
workers and management, which can either directly or indirectly be traced back to
the relationship between unions and employers.

• Industrial progress is impossible without cooperation of labours and harmonious

relationships. Therefore, it is in the interest of all to create and maintain good
relations between employees (labour) and employers (management).

• The management and the trade union both need to approach the building of good
industrial relations with a positive attitude if they want to see it succeed. Healthy
industrial relations require a number of important characteristics to be present,
including mutual respect, understanding, goodwill, and acknowledgement of
dignity.
Management of Change

Management of change involves managing the interaction between the people who are
leading the change effort and those who are expected to implement the new strategies. It
also involves managing the organisational context in which changes can take place and
managing the emotional bonds that are essential for any transition.
The following points and strategies can help for better management of change within
a workplace
Gaining an Understanding of the Change Process:
The following are the events that take place throughout each phase:
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• Preparation: It is the responsibility of the change manager to get both the

organisation and its workers ready for the transition.
• Implementation: It is the responsibility of the change manager to ensure that
changes are carried out in a manner that is consistent with the long-term goals of
the organisation.
• Follow-through: It is the responsibility of the change manager to make certain that
the change is sustainable and that it is incorporated into the culture and practices of
the organisation.
Acquiring an Awareness of the Drivers of Change:
In order for managers to successfully manage change, they must first understand why it is
required. If you don’t do this, it will be impossible for you to design a strategy that
addresses fundamental issues and pressing challenges like the following:

• Which pressures are driving the shift that is occurring

• Are these pressures from within, such as the introduction of new leadership?
• Are these pressures from the outside world, such as the creation of new technology,
a shift in your business, or the appearance of a new competitor?
Formulating a Strategy:

• Once you have an understanding of the reason for the shift, the next step is to devise
a plan.
• This plan should include a high-level overview of the reasons for change, describe
the scope of the project, identify the main stakeholders, organise a team, and
present a thorough roadmap of the tasks that will be required to finish the project.
Clarity of Communication:

• In the end, you will need to be competent of explaining change to two audiences
that couldn’t be more different from one another. The first category includes all of
your staff members and other members of your team.
• These personnel need to understand not just why the change is necessary but also
how their job responsibilities will be affected by the change.
Be Ready to Overcome Obstacles:

• No matter how well prepared you are for the possibility of change, there is no
guarantee that everything will go according to plan. You must ensure that you are
prepared for a variety of possible outcomes.
Formulating Career Strategy

The following is a rundown of the seven steps that make up the construction of the
career strategy:
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• A career development plan (CDP) is a list of long and short-term goals that
employees set for themselves in either their current role or pre-emptively for
their future job. The first step is to do an in-depth analysis of your values, strengths,
and motivators
• The second step is to be aware of your advantages.
• Conduct research into the many possibilities and make the most of the
opportunities.
• Developing Expertise.
• Developing a network.
• Considering and evaluating your alternatives.
• Taking an action.
Stress Management
• The term “stress management” refers to a wide range of treatments and
psychotherapies that are aimed at regulating the degree of stress experienced by a
person, particularly the level of chronic stress, typically with the intention and the
goal of enhancing day-to-day functioning.

• The levels of stress can be easily measured by utilising a variety of physiological

tests that are quite similar to those that are used in polygraph examinations.

• There are many different models of stress management, and each of these models
offers a unique explanation of the mechanisms that can be used to control stress. A
significant amount of additional research is required in order to gain a better
understanding of which mechanisms truly operate and are efficient in practice.