有效的職業(yè)生涯規(guī)劃教學(xué)課件

有效的職業(yè)生涯規(guī)劃有效的職業(yè)生涯規(guī)劃有效的職業(yè)生涯規(guī)劃為什么要進(jìn)行職業(yè)生涯規(guī)劃成功人生的關(guān)鍵為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我職業(yè)生涯規(guī)劃采取的原則面試與個(gè)人建立畢業(yè)生常出現(xiàn)的心理困惑及解決方法熱門的職業(yè)及就職后的其他問題有效的職業(yè)生涯規(guī)劃為什么要進(jìn)行職業(yè)生涯規(guī)劃一、為什么要進(jìn)行職業(yè)生涯規(guī)劃什么是職業(yè)生涯時(shí)代的整體背景：變革的進(jìn)程（社會(huì)的進(jìn)步、技術(shù)的發(fā)展）個(gè)體的要求：個(gè)體職業(yè)社會(huì)化、多元化的人生目標(biāo)、對(duì)個(gè)體成功的日益關(guān)注一、為什么要進(jìn)行職業(yè)生涯規(guī)劃什么是職業(yè)生涯二、成功人生的關(guān)鍵資源：時(shí)間資源、知識(shí)資源、人際關(guān)系資源、健康資源、金錢資源、能力資源資源的有效整合與準(zhǔn)確評(píng)估個(gè)體的弱勢(shì)：對(duì)資源評(píng)估的不準(zhǔn)確以及對(duì)資源整合的不有效二、成功人生的關(guān)鍵資源：時(shí)間資源、知識(shí)資源、人際關(guān)系資源、健三、為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始Freud的意識(shí)理論Holland的人格類型論三、為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始Freud的意識(shí)理意識(shí)潛意識(shí)弗洛依德的意識(shí)論冰山水面意識(shí)潛意識(shí)弗洛依德的意識(shí)論冰山水面Holland人格類型論實(shí)際型研究型藝術(shù)型社會(huì)型企業(yè)型傳統(tǒng)型Holland人格類型論實(shí)際型研究型藝術(shù)型社會(huì)型企業(yè)型傳統(tǒng)型Holland的人格類型論現(xiàn)實(shí)型（順應(yīng)的、具體的、老實(shí)的）研究型（分析型的、指揮的、探究的）藝術(shù)型（想象的、獨(dú)白的、情感性的和無(wú)秩序的）社會(huì)型（社交性的、愛幫助他人和善解人意的）企業(yè)型（冒險(xiǎn)的、精力充沛的、社交性的和自信的）常規(guī)型（守規(guī)則的、慎重的、自制的、順從的）Holland的人格類型論現(xiàn)實(shí)型（順應(yīng)的、具體的、老實(shí)的）社四、自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我勝任力???四、自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我勝任力???勝任力67%33%情緒勝任力動(dòng)機(jī)興趣個(gè)性勝任力67%33%情動(dòng)機(jī)情緒智能（EmotionalIntelligence）

有效管理自我與人際關(guān)系的能力五大情緒勝任力

自我意識(shí)自我意識(shí)自我評(píng)價(jià)自信心自我調(diào)節(jié)自我控制可信賴良心創(chuàng)新適應(yīng)性激勵(lì)成就趨力承諾主動(dòng)性樂觀主義共情理解他人發(fā)展他人服務(wù)多樣性社交影響力溝通沖突管理合作團(tuán)隊(duì)領(lǐng)導(dǎo)情緒智能（EmotionalIntelligence）

跨國(guó)公司的選拔標(biāo)準(zhǔn)殼牌(Shell)公司成就欲人際關(guān)系能力分析能力思科(cisco)公司

熱情溝通好奇領(lǐng)導(dǎo)欲

IBM公司分析能力適應(yīng)能力團(tuán)隊(duì)精神跨國(guó)公司的選拔標(biāo)準(zhǔn)殼牌(Shell)公司思科(cisco)I五、職業(yè)生涯規(guī)劃采取的原則基本原則：按需擇業(yè)、發(fā)揮專長(zhǎng)、干我所愛、擇己所利重要的環(huán)節(jié)：對(duì)整個(gè)環(huán)境進(jìn)行合理分析發(fā)展的途徑：雙重路徑平衡的關(guān)鍵：合理預(yù)期五、職業(yè)生涯規(guī)劃采取的原則對(duì)整個(gè)環(huán)境進(jìn)行合理分析

1. 環(huán)境2. 行動(dòng)3. 勝任力4. 價(jià)值觀、信念、假設(shè)5. 自我認(rèn)知6. 對(duì)人生意義的認(rèn)識(shí)對(duì)整個(gè)環(huán)境進(jìn)行合理分析

六、求職的兩個(gè)關(guān)鍵——

個(gè)人簡(jiǎn)歷與面試撰寫一份高水準(zhǔn)的簡(jiǎn)歷高超的面試技巧六、求職的兩個(gè)關(guān)鍵——

個(gè)人簡(jiǎn)歷與面試撰寫一一大疑惑？？？需不需要寫一份求職信？一大疑惑？？？個(gè)人簡(jiǎn)歷（RESUME）中文簡(jiǎn)歷結(jié)構(gòu)基本資料學(xué)習(xí)活動(dòng)社會(huì)活動(dòng)特別技能英文簡(jiǎn)歷結(jié)構(gòu)resume基本信息（信頭）求職目標(biāo)（J.O）正文（簡(jiǎn)寫格式一致）個(gè)人簡(jiǎn)歷（RESUME）中文簡(jiǎn)歷結(jié)構(gòu)英文簡(jiǎn)歷結(jié)構(gòu)resu撰寫簡(jiǎn)歷的注意點(diǎn)注重實(shí)用，避免花哨注意簡(jiǎn)練，避免羅嗦強(qiáng)調(diào)個(gè)性，避免張揚(yáng)撰寫簡(jiǎn)歷的注意點(diǎn)如何避免簡(jiǎn)歷不落俗套我對(duì)……..非常感興趣隨信附上簡(jiǎn)歷，供您參考我認(rèn)為我覺得……..我精力充沛請(qǐng)查收簡(jiǎn)歷薪金待遇可以協(xié)商期待您的回復(fù)請(qǐng)接受我的簡(jiǎn)歷如何避免簡(jiǎn)歷不落俗套我對(duì)……..非常感興趣面試中應(yīng)注意的其他幾個(gè)問題不要羞于提問不要在首次面試時(shí)急于主動(dòng)涉及薪酬不要泄露證明人的信息多使用積極、正面的詞語(yǔ)多進(jìn)行目光的交流面試中應(yīng)注意的其他幾個(gè)問題特別建議—致即將走出校門的學(xué)生不要害怕說(shuō)出你需要幫助承認(rèn)你并不知道有些答案不要過于緊張多一些積極的詞語(yǔ)誠(chéng)實(shí)可信特別建議—致即將走出校門的學(xué)生不要害怕說(shuō)出你需要幫助七、畢業(yè)生常出現(xiàn)的心理困惑及解決方法人際關(guān)系障礙自信心不足不合理的預(yù)期緊張與焦慮表現(xiàn)欲不強(qiáng)七、畢業(yè)生常出現(xiàn)的心理困惑及解決方法增強(qiáng)人際溝通技巧培養(yǎng)有效的傾聽藝術(shù)？增強(qiáng)人際溝通技巧有效傾聽技能

—使用目光接觸

—贊許性點(diǎn)頭

—恰當(dāng)?shù)拿娌勘砬?/p>

—避免分心舉動(dòng)手勢(shì)

—提問、復(fù)述或筆記

—。。。。。

實(shí)現(xiàn)有效溝通有效傾聽技能實(shí)現(xiàn)有效溝通增強(qiáng)自信心的方法認(rèn)清是信心的危機(jī)還是能力的危機(jī)對(duì)內(nèi)心的自我否定進(jìn)行抨擊循序漸進(jìn)地進(jìn)行反饋嘗試著主動(dòng)去做增強(qiáng)自信心的方法認(rèn)清是信心的危機(jī)還是能力的危機(jī)八、熱門的職業(yè)及就職后的其他問題現(xiàn)在的熱門職業(yè)未來(lái)10年的熱門職業(yè)進(jìn)入職場(chǎng)后的其他問題八、熱門的職業(yè)及就職后的其他問題全國(guó)主要人才市場(chǎng)2002.7/8分析人才市場(chǎng)人才需求數(shù)量求職人才數(shù)量南方人才市場(chǎng)599530952深圳人才市場(chǎng)54435175690西安人才市場(chǎng)1107230216成都人才市場(chǎng)735816820寧波人才市場(chǎng)886615046武漢人才市場(chǎng)685816838青島人才市場(chǎng)1853060000全國(guó)主要人才市場(chǎng)2002.7/8分析人才市場(chǎng)人才需求數(shù)量求職市場(chǎng)需求專業(yè)排列南方營(yíng)銷技工服務(wù)經(jīng)營(yíng)文職房地產(chǎn)計(jì)算機(jī)工業(yè)設(shè)計(jì)電子深圳貿(mào)易工廠機(jī)械電子計(jì)算機(jī)文職藝術(shù)公關(guān)財(cái)務(wù)電氣西安營(yíng)銷建筑計(jì)算機(jī)管理財(cái)務(wù)文秘電子機(jī)械醫(yī)藥設(shè)計(jì)成都管理營(yíng)銷機(jī)械醫(yī)藥計(jì)算機(jī)電子行政技工師范新聞寧波管理機(jī)械外貿(mào)計(jì)算機(jī)建筑營(yíng)銷文秘輕工財(cái)會(huì)電子武漢營(yíng)銷管理計(jì)算機(jī)企管電子機(jī)械建筑化工金融國(guó)貿(mào)青島營(yíng)銷管理財(cái)會(huì)計(jì)算機(jī)貿(mào)易文秘建筑房地產(chǎn)設(shè)計(jì)外語(yǔ)全國(guó)主要人才市場(chǎng)行情（2002.7/8）市場(chǎng)需求專業(yè)排列南方營(yíng)銷技工服務(wù)經(jīng)營(yíng)文職房地產(chǎn)計(jì)算機(jī)工業(yè)設(shè)計(jì)未來(lái)10年我國(guó)需要的人才類型會(huì)計(jì)類：尤其是熟知專業(yè)業(yè)務(wù)和國(guó)際事務(wù)法律類：尤其是房地產(chǎn)律師電腦類：尤其是程序設(shè)計(jì)、網(wǎng)管專家環(huán)保類：工業(yè)衛(wèi)生學(xué)者、生物學(xué)者保險(xiǎn)類：保險(xiǎn)專業(yè)并通曉其他專業(yè)的估價(jià)員推銷類：證券及金融、通信設(shè)備的業(yè)務(wù)代表人事類：人才市場(chǎng)經(jīng)理、測(cè)評(píng)專家、人事經(jīng)理旅游業(yè)：知曉旅游與管理的人才未來(lái)10年我國(guó)需要的人才類型會(huì)計(jì)類：尤其是熟知專業(yè)業(yè)務(wù)和國(guó)際未來(lái)10年我國(guó)需要的人才類型咨詢服務(wù)類：融經(jīng)濟(jì)、金融、統(tǒng)計(jì)、計(jì)算機(jī)等于一體的通才個(gè)人服務(wù)類：熟知護(hù)理學(xué)的家庭服務(wù)員公共關(guān)系類：高素質(zhì)的公關(guān)人才社會(huì)工作類：心理咨詢醫(yī)生、家庭或社會(huì)現(xiàn)象研究專家未來(lái)10年我國(guó)需要的人才類型咨詢服務(wù)類：融經(jīng)濟(jì)、金融、統(tǒng)計(jì)、CreditRiskManagement

EnhancingYourBottomLineEbrahimShabudinManagingDirectorDeloitte&ToucheLLPTheAFP23rdAnnualConferenceNewOrleansNovember3-6,2002CreditRiskManagement

EnhanciCreditBackgroundThoroughidentificationandaccuratemeasurementofcreditrisk,supportedbystrongriskmanagementcanhelpimprovethebottomline…..Anuncertainandvolatileeconomic environmentsignificantlyimpactsthisability…..Thedesiretogrowandturninoutstanding resultshasatendencytoputpressureonthe checksandbalanceswithinbusinessesCreditBackgroundThoroughidenValuePropositionCreditplaysacriticalrolein“selling”productsandservicesExpandsrevenueopportunitieswithcreditworthy,incrementalcustomersUtilizesinnovativestructurestosupportbusinessrelationshipsEffectivecreditriskmanagementlimitscreditlossesandprovidesstablecashflowsandearningsMarketplacerewardscompaniesexhibitingearningsandcashflowstabilitywithhigherP/EmultiplesMarketplacepenalizescreditinducedvolatilityand“surprises”RaisesquestionsaboutqualityofmanagementValuePropositionCorporateCreditRiskCompaniesareexposedtosignificantlevelsofcreditriskemanatingfromdifferentsourcesAccountsReceivablesOtherNotesReceivablesBuyerandFranchiseFinancingWithRecourseFinancingProjectFinanceStructuredTransactionsLeaseswithRecourseDerivativesExposuresFX,InterestRateRisk,Commoditiesetc.CollateralRiskParentorThirdPartyGuaranteesCommercialandStandbyLettersofCreditNotealsothatCriticalSupplierstothecompanymayposespecificcreditriskCorporateCreditRiskCompaniesDSOImpact…anexampleActualCompanyAPeerAverageQ3A/R$295,396,000Q3Sales$261,201,000\DSOs=124*51.3HypotheticalDCashDSOs51.3Q3Sales$261,201,000\Q3A/R=$122,002,230+$173,393,770*Equals295.4M/261.2Mx90(ornumberofdaysinsalesperiod)DSOImpact…anexampleActualCCreditasaFacilitatorCreditriskmanagementisimportant

CreditisafacilitatorofbusinessgrowthandperformanceHighbusinessmarginstendtoattractlowerqualityclientsandthereforehigherriskprofiletomanageClients(buyers)maybeconcentratedinselectedindustriesandprovidelimitedportfoliodiversificationopportunityPoorcreditriskmanagementresultinginnegativeimpacttobottom-lineisheavilypenalizedbymarketsCreditasaFacilitatorCreditCreditStrategy&RiskToleranceSpecificQuantifiableObjectivesManagementReviewMethodologyCreditStrategyStatementandRiskToleranceCoordinationwithBusinessPlanThebusinessstrategiesandobjectivesdrivetheestablishmentofcreditpoliciesandprocedures.Measurementandreportingaswellastheuseofcurrenttechnologiesenhancecreditdecision-makingandimproveriskmanagement.Theentireprocessiscontinuallyre-evaluatedandimproved.CreditStrategy&RiskToleranCreditRiskAreastoConsiderCreditPolicyCreditApprovalAuthorityLimitSettingPricingTermsandConditionsDocumentation:ContractsandCovenantsCollateralandSecurityCollections,DelinquenciesandWorkoutsExposureManagementAggregationControlPeriodicAccountReviewsPayments/AgingCreditConditionCompliancewithCovenants,TermsTechnology/ReportsTransactions/BookingsRisk-adjustedReturnSalesChannelsRiskStrategyUnderwritingStandardsCreditApplicationAnalysisBusiness/IndustryFinancialCreditCreditScoringandRatingsOrigination/AssessmentAdministrationMonitoring/ControlRiskManagementPortfolioManagementConcentrationDiversificationAllowanceforBadDebtsRiskMitigationObjectivesTypeofExposureInstrumentsorMethodsCreditRiskAreastoConsiderCValueCreationBusinessPerformanceMeasuresOrganizationsneedarigoroussetofmeasurestosupportcontinuousimprovementPerformance-basedmanagementutilizesmetricsthatmeasureactualperformanceagainstpredeterminedthresholds.Thethresholdsareestablishedtakingintoaccounttheorganization’sstrategy,operatingenvironmentandprocesscontrols.Themeasuresdrivevaluecreationandshouldsupportproblemidentificationandcorrection.BusinessStrategySystemsOperationsFinancePerformanceManagementValueCreationBusinessPerformSaleschannelsContracts&DocumentationCreditanalysisCreditlimitPricing&termsCreditAnalysisCreditDecisionsCollectionsCREDITPOLICYCollateralacceptancePortfoliomanagementFinancialanalysisDisposal/

RiskmitigationCollateralmanagementCustomermanagementExposuremeasurementManagementreportingExposureaggregationRecoveriesCreditscoringRiskratingRISKMANAGEMENTCreditRiskManagement’sInter-relatedActivitiesComplianceOriginationReportingTransactionsSaleschannelsContracts&DocuCreditPolicies

&Procedures

Analysis&RiskManagementGovernance,ControlandImplementation

MeasurementMethodologiesTechnology&DataIntegrityCreditStrategy&RiskTolerance

AcompleteandcoherentriskmanagementframeworkcontainsthefollowingelementsCreditRiskManagementCreditPolicies

&ProceduresANewParadigmAnewbusinessparadigmhadevolved:causingalackofrelianceongoodfundamentalanalysisTheideathatstockmarketvalueswouldcontinuetogoupindefinitelyIncreasinglycompetitive,complexandvolatilemarketplaceHigherthanexpectedactualdebtburdensExtensiverelianceonunrealisticfuturecashflowsFailuresincorporategovernanceQuestionablepersonalandcorporateethicsANewParadigmAnewbusinesspImplicationsforCorporateGovernanceCurrentorganizationstructurestoberevisitedClarityaroundrolesandresponsibilitiesNeedforhonesty,integrityandindependence(self-regulation)TechnicalexpertiseofpeopleandstrongmanagementprocessesImproveddisclosurerequirementsImportanceandimplementationofsanctionsIncreasedlegislationandcompliancerequirementsImplicationsforCorporateGovFoundation:CreditRatingandUnderwritingStandardsRiskIdentification,Origination,CreditAdministration,etc.ShortTerm:ManagingExpectedLossRiskIdentification,Transaction

Structuring,Approval&PricingDecisions,Reserving,etc.NearTerm:ManagingEconomicCapital/CreditVaRPortfolioRiskConcentration,RiskBasedLimits,etc.

Vision: ManagingRisk/ReturnPricingdecisions,Performancemeasurement,businessandcustomersegmentation,compensation,etc.AbusinessmodelviewofCreditRiskInfrastructurecomponentsCreditRiskManagement–StrategicVisionFoundation:CreditRatingandDevelopmentStagesFoundationStageincludesapplicationofriskidentificationmethodologies,riskscoringorratingsystemsandstrongunderwritingstandards

BasicStagetendstoincludemanagingonatransactionalbasisbyevaluatingspecificattributessuchasstructuring,collateralandpricing

AdvancedStagerepresentsmanagingonaportfoliobasisincludingaspectssuchasconcentrations,correlationsanddiversification

TheSophisticatedStageincludesapplicationofhighlydevelopedmeasurementtechniquesfortransactionsandportfolios,supportedbydecision-makingrelatingtosegmentsorbusinessesagainstestablishedhurdlerates.DevelopmentStagesFoundationSCreditRiskClarified

Creditriskisdefinedastheriskoflossorpotentiallossresultingfrom:DefaultincontractualobligationsbyacustomerMigrationinconditionandratingDeteriorationinperformance

Creditriskincludesbothanexpected(predictable)andunexpected(volatile)losscomponent.

CreditRiskClarified CreditrBusinesseshavetocontendwithExpectedandUnexpectedLossesExpectedLossesAnticipatedCostofdoingbusinessChargedtoprovisionsCapturedinpricingRelativelyeasiertomeasureAssessingexpectedlossincludesdeterminingexposure,defaultprobabilityandseverityUnexpectedLossesUnanticipatedbutinevitableMustbeplannedforCoveredbyreservesAllocatedtobusinessesDifficulttomeasureAssessingunexpectedlossrequiresmakingqualitativejudgmentsaroundpotentialvolatilityofaveragelossesBusinesseshavetocontendwitCreditRiskManagementExplainedAlthoughcreditriskmaybedifficulttomeasureitisimportanttoestimateandmanage

WhatdoesCreditRiskManagementmean?Itrepresentsaninstitution’sabilitytoproperlyidentifyandevaluatethepotentialriskofdefaultinpaymentofobligationsofcustomersItincorporatesthefirm’sabilitytoeffectivelymanageandcontrolthisexposureinawaythatisconsistentwiththeinstitution’sbusinessstrategy,riskappetiteandcreditcultureCreditRiskManagementExplainImportantBuildingBlocksEffectiveCreditRiskManagementrequiresClearoriginationandunderwritingstandardsAstrongcorporateandcreditcultureHighlydevelopedriskmeasurementtechniquesAbilitytorecognizeandcoverexpectedandunexpectedlossesPricingcommensuratewithrisksundertakenMethodologiestoassessnetprofitcontributionsbycustomersandappropriatebusinesssegmentsProperallocationofcapitalandmanagementresourcesInorderto:Improveoverallcorporateperformance,measuredbyahigherEPSorP/Eratio(ormarketvalue)ImportantBuildingBlocksEffecCreditPolicyandProcessCreditPolicyshouldbeclearandconciseCreditUnderwritingStandardsmustbedevelopedandincludedinpolicyCreditProcessesshouldbereasonableandallowquickresponsetoclientsHealthybalancebetweensalesandcreditapprovalshouldexistandberespectedCreditPolicyandProcessCrediRiskMonitoringExposuremustbecompleteandcurrentRegularreportingandupdatingofclients’paymentperformanceMinimumannualreviewsofclientsshouldbeperformedFinancialconditionsshouldberegularlyassessedRequiredactionmustbeinitiatedandfollowupmusttakeplaceRiskMonitoringExposuremustbContractTermsandDocumentationContractnegotiationsmusttakeplaceattherightlevelintheorganizationAppropriateapprovalsmustbeobtainedInternalorexternallegaldepartmentsmustdocumentcompletelyTermsandconditionsshouldbeunderstoodandcompliancemechanismputinplaceExceptionsmustbereportedandmanagedurgentlytoresolutionContractTermsandDocumentatiRiskRatingSystemEffectivenessCreditScoringisgenerallyusedto“riskrate”homogeneousportfoliosHighestapplicabilityisinconsumerandretailportfoliosSomeadvancedscoringsystemsarebeingmigratedforuseinrating“middlemarket”clientsSuchmodelsareonlyasgoodastheunderlyingassumptions InternalcreditratingsystemsaredifficulttoassessandareoftennotindependentlyvalidatedClientrelationshipmayinterferewithobjectiveassessmentofrisksRatingcriteriausuallyamatterofpracticeratherthanwrittenpolicyRatingsarenotconsistentovertimeQualitativecreditassessmentsoftenlagcurrentmarketinformationInstitutionsoftenassume

amappingwithexternalratingsinordertoquantifycreditriskRiskRatingSystemEffectiveneEffectiveRiskRatingSystemsSufficientgranularityofriskratingcategoriesAccurateandtimelyassignmentofratings

ClearandconsistentapplicationofdefaultdefinitionPeriodiccalibration,triangulationandvalidationofriskratingsAccurateidentificationofmigrationoftransactionsandportfolios(asreflectedbyupgradesanddowngradesinratings)EffectiveRiskRatingSystemsSCreditEvaluation:FinancialFactorsGettheinformationyouneedtomakeafullanalysisSomeinformationwillneedtobecross-checkedandobtainedonaregularandtimelybasisBeconstructivelycynical:newbusinessmodelsaredifficulttopulloffBecognizantofdelayingtacticsNumbersdon’ttellthewholestory!CreditEvaluation:FinancialFCreditEvaluation:QualitativeFactorsEvaluationofsubjectivefactorsisoftentimesmoreimportantthanthenumericalanalysisPeoplemakeabusiness:visions,valuesandstrategiesareonlywordsunlesspeopleimplementthemManagement,industry,product,geography,competitionetc.allinfluenceresultsandmustbeproperlyassessedAnalysis-paralysismayleadtowrongdecisionsCreditEvaluation:QualitativeArtandScienceofJudgmentGettingaccesstothebestclientsandalltherelevantinformationisachallengeEnsuringproperanalysisisdonerequiresastrongcorporatecultureUtilizingqualifiedresourcesbothinternallyandexternallyenhancestheresultsOftenthelackofthewilltoactiswhatcauseshighlossesArtandScienceofJudgmentGetConcludingCommentsCompaniesthatmeasureandmanagecreditriskinapro-activemannerwillbenefitfromafavorableriskprofileresultinginHigherrevenueLowerlossesImprovedefficienciesHigherEPS,P/EratiosandmarketvaluesConcludingCommentsCompaniestConcludingCommentsRiskAssessmentandLimitManagementCreditInfrastructureandPortfolioManagementCreditAnalyticsSupportCreditTechnologyEnablementCreditQualityCreditUnderwritingRiskRatingSystemEffectivenessCounterpartyandPortfolioLimitsOrganizationalStructurePoliciesandProceduresTechnologySelectionandImplementationProblemAssetManagementRiskRatingCalibrationTransactionPricing,StructureandSupportDefaultProbabilityandRecoveryCalibrationCreditReserveMethodologyRiskBasedPricingModelsRiskAdjustedReturnAnalysisPortfolioValueMeasurementCreditRiskMeasurementCreditPerformanceScorecards

InternalSoftware

ExternalVendorSoftwareConcludingCommentsRiskAssessAppendix:BusinessProposalChecklistBusinessProposalSummaryCustomer,Rating,LegalStatus,LineofBusinessGuarantor,ifany…sameCollateral,ifany…truevalueexplainedOtherSupport,ifany...LegalormoralonlyTheTransaction…risksandmitigationAmount,purpose,termsandconditionsSourcesofrepayment…clearlyidentifiedClientpaymenthistoryandrelationshipAppendix:BusinessProposalChAppendix:BusinessProposalChecklistRationaleandAnalysisCustomer,Guarantor,Collateral,SupportFacilityDescriptionAmount,purpose,tenor,pricing,terms,conditions,covenants,restrictionsetc.Consideraffectonabovee.g.newleverageFacilityRating?RepaymentCapacityFuturecashflow,conversionofassetsetc.ConsistencywithCreditStrategyandPolicyConfirm,andidentifyanyexceptionstopolicy,underwritingstandards,orprocessRiskadjustedreturnacceptabilityAppendix:BusinessProposalChAppendix:BusinessProposalChecklistClientRelationshipBusinessstrategy:increase,maintainordecreaseexposureorexitrelationshipConsiderrelationtorating,latestriskprofileandpaymentperformanceCustomerprofitability:riskadjustedreturn,revenue,fees,directandallocatedcostsetc.AnyconflictsofinterestorspecialconcernsAppendix:BusinessProposalChAppendix:BusinessProposalChecklistMacroAnalysisBusinessEnvironmentReviewCustomer’scompetitivemarketpositionandfutureindustryprospects:size,cycle,volatility,newentrantsStrengthofcustomer’sbusinessandfinancialstrategiesManagementEvaluation:competency,experienceandeffectivenessAppendix:BusinessProposalChAppendix:BusinessProposalChecklistCustomerAnalysisCompanyhistory,background,objectivesandperformanceRelevanceandstrengthoffuturebusinessplansConsiderseasonalityandscenarioanalysisPrimaryandsecondarysourcesofrepaymentHistoricalfinancialcapacityandanalysisoffutureperformance:sales,profitability,workingcapital,liquidity,cashflow,leverage,tangiblenetworthetc.QualityofearningsAbsoluteandratioanalysisPeercomparisonsAppendix:BusinessProposalChAppendix:BusinessProposalChecklistStrengths,WeaknessesandRecommendationKeyfactorsthatcouldjeopardizecollection:environmentorcompanyspecificAnymitigatingfactorsConsiderprobabilityandimpactConsiderallsourcesofrepayment:primary,secondaryandtertiary,includingaccesstocapitalmarkets,refinancingetc.SummarizestrengthsandweaknessesandconcludewitharecommendationAppendix:BusinessProposalCh有效的職業(yè)生涯規(guī)劃有效的職業(yè)生涯規(guī)劃有效的職業(yè)生涯規(guī)劃為什么要進(jìn)行職業(yè)生涯規(guī)劃成功人生的關(guān)鍵為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我職業(yè)生涯規(guī)劃采取的原則面試與個(gè)人建立畢業(yè)生常出現(xiàn)的心理困惑及解決方法熱門的職業(yè)及就職后的其他問題有效的職業(yè)生涯規(guī)劃為什么要進(jìn)行職業(yè)生涯規(guī)劃一、為什么要進(jìn)行職業(yè)生涯規(guī)劃什么是職業(yè)生涯時(shí)代的整體背景：變革的進(jìn)程（社會(huì)的進(jìn)步、技術(shù)的發(fā)展）個(gè)體的要求：個(gè)體職業(yè)社會(huì)化、多元化的人生目標(biāo)、對(duì)個(gè)體成功的日益關(guān)注一、為什么要進(jìn)行職業(yè)生涯規(guī)劃什么是職業(yè)生涯二、成功人生的關(guān)鍵資源：時(shí)間資源、知識(shí)資源、人際關(guān)系資源、健康資源、金錢資源、能力資源資源的有效整合與準(zhǔn)確評(píng)估個(gè)體的弱勢(shì)：對(duì)資源評(píng)估的不準(zhǔn)確以及對(duì)資源整合的不有效二、成功人生的關(guān)鍵資源：時(shí)間資源、知識(shí)資源、人際關(guān)系資源、健三、為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始Freud的意識(shí)理論Holland的人格類型論三、為什么說(shuō)職業(yè)生涯規(guī)劃先要從認(rèn)識(shí)自我開始Freud的意識(shí)理意識(shí)潛意識(shí)弗洛依德的意識(shí)論冰山水面意識(shí)潛意識(shí)弗洛依德的意識(shí)論冰山水面Holland人格類型論實(shí)際型研究型藝術(shù)型社會(huì)型企業(yè)型傳統(tǒng)型Holland人格類型論實(shí)際型研究型藝術(shù)型社會(huì)型企業(yè)型傳統(tǒng)型Holland的人格類型論現(xiàn)實(shí)型（順應(yīng)的、具體的、老實(shí)的）研究型（分析型的、指揮的、探究的）藝術(shù)型（想象的、獨(dú)白的、情感性的和無(wú)秩序的）社會(huì)型（社交性的、愛幫助他人和善解人意的）企業(yè)型（冒險(xiǎn)的、精力充沛的、社交性的和自信的）常規(guī)型（守規(guī)則的、慎重的、自制的、順從的）Holland的人格類型論現(xiàn)實(shí)型（順應(yīng)的、具體的、老實(shí)的）社四、自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我勝任力???四、自我認(rèn)識(shí)的重點(diǎn)及如何認(rèn)識(shí)自我勝任力???勝任力67%33%情緒勝任力動(dòng)機(jī)興趣個(gè)性勝任力67%33%情動(dòng)機(jī)情緒智能（EmotionalIntelligence）

有效管理自我與人際關(guān)系的能力五大情緒勝任力

自我意識(shí)自我意識(shí)自我評(píng)價(jià)自信心自我調(diào)節(jié)自我控制可信賴良心創(chuàng)新適應(yīng)性激勵(lì)成就趨力承諾主動(dòng)性樂觀主義共情理解他人發(fā)展他人服務(wù)多樣性社交影響力溝通沖突管理合作團(tuán)隊(duì)領(lǐng)導(dǎo)情緒智能（EmotionalIntelligence）

跨國(guó)公司的選拔標(biāo)準(zhǔn)殼牌(Shell)公司成就欲人際關(guān)系能力分析能力思科(cisco)公司

熱情溝通好奇領(lǐng)導(dǎo)欲

IBM公司分析能力適應(yīng)能力團(tuán)隊(duì)精神跨國(guó)公司的選拔標(biāo)準(zhǔn)殼牌(Shell)公司思科(cisco)I五、職業(yè)生涯規(guī)劃采取的原則基本原則：按需擇業(yè)、發(fā)揮專長(zhǎng)、干我所愛、擇己所利重要的環(huán)節(jié)：對(duì)整個(gè)環(huán)境進(jìn)行合理分析發(fā)展的途徑：雙重路徑平衡的關(guān)鍵：合理預(yù)期五、職業(yè)生涯規(guī)劃采取的原則對(duì)整個(gè)環(huán)境進(jìn)行合理分析

1. 環(huán)境2. 行動(dòng)3. 勝任力4. 價(jià)值觀、信念、假設(shè)5. 自我認(rèn)知6. 對(duì)人生意義的認(rèn)識(shí)對(duì)整個(gè)環(huán)境進(jìn)行合理分析

六、求職的兩個(gè)關(guān)鍵——

個(gè)人簡(jiǎn)歷與面試撰寫一份高水準(zhǔn)的簡(jiǎn)歷高超的面試技巧六、求職的兩個(gè)關(guān)鍵——

個(gè)人簡(jiǎn)歷與面試撰寫一一大疑惑？？？需不需要寫一份求職信？一大疑惑？？？個(gè)人簡(jiǎn)歷（RESUME）中文簡(jiǎn)歷結(jié)構(gòu)基本資料學(xué)習(xí)活動(dòng)社會(huì)活動(dòng)特別技能英文簡(jiǎn)歷結(jié)構(gòu)resume基本信息（信頭）求職目標(biāo)（J.O）正文（簡(jiǎn)寫格式一致）個(gè)人簡(jiǎn)歷（RESUME）中文簡(jiǎn)歷結(jié)構(gòu)英文簡(jiǎn)歷結(jié)構(gòu)resu撰寫簡(jiǎn)歷的注意點(diǎn)注重實(shí)用，避免花哨注意簡(jiǎn)練，避免羅嗦強(qiáng)調(diào)個(gè)性，避免張揚(yáng)撰寫簡(jiǎn)歷的注意點(diǎn)如何避免簡(jiǎn)歷不落俗套我對(duì)……..非常感興趣隨信附上簡(jiǎn)歷，供您參考我認(rèn)為我覺得……..我精力充沛請(qǐng)查收簡(jiǎn)歷薪金待遇可以協(xié)商期待您的回復(fù)請(qǐng)接受我的簡(jiǎn)歷如何避免簡(jiǎn)歷不落俗套我對(duì)……..非常感興趣面試中應(yīng)注意的其他幾個(gè)問題不要羞于提問不要在首次面試時(shí)急于主動(dòng)涉及薪酬不要泄露證明人的信息多使用積極、正面的詞語(yǔ)多進(jìn)行目光的交流面試中應(yīng)注意的其他幾個(gè)問題特別建議—致即將走出校門的學(xué)生不要害怕說(shuō)出你需要幫助承認(rèn)你并不知道有些答案不要過于緊張多一些積極的詞語(yǔ)誠(chéng)實(shí)可信特別建議—致即將走出校門的學(xué)生不要害怕說(shuō)出你需要幫助七、畢業(yè)生常出現(xiàn)的心理困惑及解決方法人際關(guān)系障礙自信心不足不合理的預(yù)期緊張與焦慮表現(xiàn)欲不強(qiáng)七、畢業(yè)生常出現(xiàn)的心理困惑及解決方法增強(qiáng)人際溝通技巧培養(yǎng)有效的傾聽藝術(shù)？增強(qiáng)人際溝通技巧有效傾聽技能

—使用目光接觸

—贊許性點(diǎn)頭

—恰當(dāng)?shù)拿娌勘砬?/p>

—避免分心舉動(dòng)手勢(shì)

—提問、復(fù)述或筆記

—。。。。。

實(shí)現(xiàn)有效溝通有效傾聽技能實(shí)現(xiàn)有效溝通增強(qiáng)自信心的方法認(rèn)清是信心的危機(jī)還是能力的危機(jī)對(duì)內(nèi)心的自我否定進(jìn)行抨擊循序漸進(jìn)地進(jìn)行反饋嘗試著主動(dòng)去做增強(qiáng)自信心的方法認(rèn)清是信心的危機(jī)還是能力的危機(jī)八、熱門的職業(yè)及就職后的其他問題現(xiàn)在的熱門職業(yè)未來(lái)10年的熱門職業(yè)進(jìn)入職場(chǎng)后的其他問題八、熱門的職業(yè)及就職后的其他問題全國(guó)主要人才市場(chǎng)2002.7/8分析人才市場(chǎng)人才需求數(shù)量求職人才數(shù)量南方人才市場(chǎng)599530952深圳人才市場(chǎng)54435175690西安人才市場(chǎng)1107230216成都人才市場(chǎng)735816820寧波人才市場(chǎng)886615046武漢人才市場(chǎng)685816838青島人才市場(chǎng)1853060000全國(guó)主要人才市場(chǎng)2002.7/8分析人才市場(chǎng)人才需求數(shù)量求職市場(chǎng)需求專業(yè)排列南方營(yíng)銷技工服務(wù)經(jīng)營(yíng)文職房地產(chǎn)計(jì)算機(jī)工業(yè)設(shè)計(jì)電子深圳貿(mào)易工廠機(jī)械電子計(jì)算機(jī)文職藝術(shù)公關(guān)財(cái)務(wù)電氣西安營(yíng)銷建筑計(jì)算機(jī)管理財(cái)務(wù)文秘電子機(jī)械醫(yī)藥設(shè)計(jì)成都管理營(yíng)銷機(jī)械醫(yī)藥計(jì)算機(jī)電子行政技工師范新聞寧波管理機(jī)械外貿(mào)計(jì)算機(jī)建筑營(yíng)銷文秘輕工財(cái)會(huì)電子武漢營(yíng)銷管理計(jì)算機(jī)企管電子機(jī)械建筑化工金融國(guó)貿(mào)青島營(yíng)銷管理財(cái)會(huì)計(jì)算機(jī)貿(mào)易文秘建筑房地產(chǎn)設(shè)計(jì)外語(yǔ)全國(guó)主要人才市場(chǎng)行情（2002.7/8）市場(chǎng)需求專業(yè)排列南方營(yíng)銷技工服務(wù)經(jīng)營(yíng)文職房地產(chǎn)計(jì)算機(jī)工業(yè)設(shè)計(jì)未來(lái)10年我國(guó)需要的人才類型會(huì)計(jì)類：尤其是熟知專業(yè)業(yè)務(wù)和國(guó)際事務(wù)法律類：尤其是房地產(chǎn)律師電腦類：尤其是程序設(shè)計(jì)、網(wǎng)管專家環(huán)保類：工業(yè)衛(wèi)生學(xué)者、生物學(xué)者保險(xiǎn)類：保險(xiǎn)專業(yè)并通曉其他專業(yè)的估價(jià)員推銷類：證券及金融、通信設(shè)備的業(yè)務(wù)代表人事類：人才市場(chǎng)經(jīng)理、測(cè)評(píng)專家、人事經(jīng)理旅游業(yè)：知曉旅游與管理的人才未來(lái)10年我國(guó)需要的人才類型會(huì)計(jì)類：尤其是熟知專業(yè)業(yè)務(wù)和國(guó)際未來(lái)10年我國(guó)需要的人才類型咨詢服務(wù)類：融經(jīng)濟(jì)、金融、統(tǒng)計(jì)、計(jì)算機(jī)等于一體的通才個(gè)人服務(wù)類：熟知護(hù)理學(xué)的家庭服務(wù)員公共關(guān)系類：高素質(zhì)的公關(guān)人才社會(huì)工作類：心理咨詢醫(yī)生、家庭或社會(huì)現(xiàn)象研究專家未來(lái)10年我國(guó)需要的人才類型咨詢服務(wù)類：融經(jīng)濟(jì)、金融、統(tǒng)計(jì)、CreditRiskManagement

EnhancingYourBottomLineEbrahimShabudinManagingDirectorDeloitte&ToucheLLPTheAFP23rdAnnualConferenceNewOrleansNovember3-6,2002CreditRiskManagement

EnhanciCreditBackgroundThoroughidentificationandaccuratemeasurementofcreditrisk,supportedbystrongriskmanagementcanhelpimprovethebottomline…..Anuncertainandvolatileeconomic environmentsignificantlyimpactsthisability…..Thedesiretogrowandturninoutstanding resultshasatendencytoputpressureonthe checksandbalanceswithinbusinessesCreditBackgroundThoroughidenValuePropositionCreditplaysacriticalrolein“selling”productsandservicesExpandsrevenueopportunitieswithcreditworthy,incrementalcustomersUtilizesinnovativestructurestosupportbusinessrelationshipsEffectivecreditriskmanagementlimitscreditlossesandprovidesstablecashflowsandearningsMarketplacerewardscompaniesexhibitingearningsandcashflowstabilitywithhigherP/EmultiplesMarketplacepenalizescreditinducedvolatilityand“surprises”RaisesquestionsaboutqualityofmanagementValuePropositionCorporateCreditRiskCompaniesareexposedtosignificantlevelsofcreditriskemanatingfromdifferentsourcesAccountsReceivablesOtherNotesReceivablesBuyerandFranchiseFinancingWithRecourseFinancingProjectFinanceStructuredTransactionsLeaseswithRecourseDerivativesExposuresFX,InterestRateRisk,Commoditiesetc.CollateralRiskParentorThirdPartyGuaranteesCommercialandStandbyLettersofCreditNotealsothatCriticalSupplierstothecompanymayposespecificcreditriskCorporateCreditRiskCompaniesDSOImpact…anexampleActualCompanyAPeerAverageQ3A/R$295,396,000Q3Sales$261,201,000\DSOs=124*51.3HypotheticalDCashDSOs51.3Q3Sales$261,201,000\Q3A/R=$122,002,230+$173,393,770*Equals295.4M/261.2Mx90(ornumberofdaysinsalesperiod)DSOImpact…anexampleActualCCreditasaFacilitatorCreditriskmanagementisimportant

CreditisafacilitatorofbusinessgrowthandperformanceHighbusinessmarginstendtoattractlowerqualityclientsandthereforehigherriskprofiletomanageClients(buyers)maybeconcentratedinselectedindustriesandprovidelimitedportfoliodiversificationopportunityPoorcreditriskmanagementresultinginnegativeimpacttobottom-lineisheavilypenalizedbymarketsCreditasaFacilitatorCreditCreditStrategy&RiskToleranceSpecificQuantifiableObjectivesManagementReviewMethodologyCreditStrategyStatementandRiskToleranceCoordinationwithBusinessPlanThebusinessstrategiesandobjectivesdrivetheestablishmentofcreditpoliciesandprocedures.Measurementandreportingaswellastheuseofcurrenttechnologiesenhancecreditdecision-makingandimproveriskmanagement.Theentireprocessiscontinuallyre-evaluatedandimproved.CreditStrategy&RiskToleranCreditRiskAreastoConsiderCreditPolicyCreditApprovalAuthorityLimitSettingPricingTermsandConditionsDocumentation:ContractsandCovenantsCollateralandSecurityCollections,DelinquenciesandWorkoutsExposureManagementAggregationControlPeriodicAccountReviewsPayments/AgingCreditConditionCompliancewithCovenants,TermsTechnology/ReportsTransactions/BookingsRisk-adjustedReturnSalesChannelsRiskStrategyUnderwritingStandardsCreditApplicationAnalysisBusiness/IndustryFinancialCreditCreditScoringandRatingsOrigination/AssessmentAdministrationMonitoring/ControlRiskManagementPortfolioManagementConcentrationDiversificationAllowanceforBadDebtsRiskMitigationObjectivesTypeofExposureInstrumentsorMethodsCreditRiskAreastoConsiderCValueCreationBusinessPerformanceMeasuresOrganizationsneedarigoroussetofmeasurestosupportcontinuousimprovementPerformance-basedmanagementutilizesmetricsthatmeasureactualperformanceagainstpredeterminedthresholds.Thethresholdsareestablishedtakingintoaccounttheorganization’sstrategy,operatingenvironmentandprocesscontrols.Themeasuresdrivevaluecreationandshouldsupportproblemidentificationandcorrection.BusinessStrategySystemsOperationsFinancePerformanceManagementValueCreationBusinessPerformSaleschannelsContracts&DocumentationCreditanalysisCreditlimitPricing&termsCreditAnalysisCreditDecisionsCollectionsCREDITPOLICYCol