Self-Assessment Tool And Professional Development Plan Documents: Fill & Download for Free

A diploma is a certificate or deed issued by an educational institution, such as college or university, that testifies that the recipient has successfully completed a particular course of study. The word diploma also refers to an academic award which is given after the completion of study in different courses such as diploma in higher education, diploma in graduation or diploma in post graduation etc. Historically, it can also refer to a charter or official documentA degree is a higher education qualification, where you choose a subject area as your major. This offers a well-rounded education. It is a certificate given by the recognized university or college to the student for the successful completion of study in a field at a particular level. The requirements for a degree can vary significantly, depending on the major you select. Usually, you can expect to earn about 180 credits for a Bachelor’s Degree. You need a time investment of four years as a full-time student to complete a degree course.After earning a Bachelor’s Degree, a Master’s Degree can be completed and it takes up to two years to earn.Degree courses can be pursued after passing the higher secondary examination.A career plan lists short- and long-term career goals and the actions you can take to achieve them. Career plans can help you make decisions about what classes to take, and identify the extracurricular activities, research, and internships that will make you a strong job candidate.Below are some helpful steps to guide you in creating a career plan customized to your interests and ambitions. Still have questions? We are here to help -- set up an appointment with a Career Advisor to get started or review your plan.8 Steps to an Effective Career PlanIdentify Your Career Options. Develop a refined list of career options by examining your interests, skills, and values through self-assessment. Narrow your career options by reviewing career information, researching companies, and talking to professionals in the field. You can further narrow your list when you take part in experiences such as shadowing, volunteering, and internships. MIT students can log in to access MyPlan, an online self-assessment tool offered through our office, can be a useful starting point.Prioritize. It's not enough to list options. You have to prioritize. What are your top skills? What interests you the most? What's most important to you? Whether it's intellectually challenging work, family-friendly benefits, the right location or a big paycheck, it helps to know what matters to you -- and what's a deal-breaker. We provide skills and values assessments -- set up an appointment with a Career Advisor to take advantage of this service.Make Comparisons. Compare your most promising career options against your list of prioritized skills, interests and values.Consider Other Factors. You should consider factors beyond personal preferences. What is the current demand for this field? If the demand is low or entry is difficult, are you comfortable with risk? What qualifications are required to enter the field? Will it require additional education or training? How will selecting this option affect you and others in your life? Gather advice from friends, colleagues, and family members. Consider potential outcomes and barriers for each of your final options.Make a Choice. Choose the career paths that are best for you. How many paths you choose depends upon your situation and comfort level. If you’re early in your planning, then identifying multiple options may be best. You may want several paths to increase the number of potential opportunities. Conversely, narrowing to one or two options may better focus your job search or graduate school applications.Set "SMART" Goals. Now that you’ve identified your career options, develop an action plan to implement this decision. Identify specific, time-bound goals and steps to accomplish your plan. Set short-term goals (to be achieved in one year or less) and long-term goals (to be achieved in one to five years).Specific -- Identify your goal clearly and specifically.Measureable -- Include clear criteria to determine progress and accomplishment.Attainable -- The goal should have a 50 percent or greater chance of success.Relevant -- The goal is important and relevant to you.Time bound -- Commit to a specific timeframe.Create Your Career Action Plan. It’s important to be realistic about expectations and timelines. Write down specific action steps to take to achieve your goals and help yourself stay organized. Check them off as you complete them, but feel free to amend your career action plan as needed. Your goals and priorities may change, and that's perfectly okay.Meet with a Career Advisor. Our advisors are here to help you make effective career decisions. Make an appointment on Handshake to talk about your career options and concerns.Diploma can fish for you a job but degree holders may get higher salary at the job market than diploma holders.

Here’s a detailed step-wise process on how to set up a 360 Degree Feedback system:Step 1: Configure the 360 Feedback Process– Decide the Period: Define the period of the Review. Here you decide what the Review will be denoting the performance for which timeline.Understand that this is not the Review frequency, i.e. how many times you would like the 360° Review to happen.– The frequency of 360 Degree Feedback: Decide, how frequently you would like to have a 360° Feedback process. You may just look at it as a one-time process, but then it’s a bad idea! How you will process how the employee has improved over the past feedback and implementation.The frequency of 360 Feedback can be Monthly, Quarterly, Half-Yearly or Annually. We would recommend to have Quarterly 360 Feedbacks or at Max Half Yearly.– Decide the coverage of the 360 Feedback, i.e. who all in your organization will be covered in the 360 Feedback. Do you want all the departments to go at once, will there be separate reviews going for C-Level executives and Mid-level ones?No matter how much we say it, putting down things and documenting has a different effect and helps to separate the sound from the noise. This will the first step to formalize and document your entire process.Step 2: Define the number of Feedback givers– You have to decide the type and the total number of Feedback givers. Decide the highest upper limit of feedback givers for any employee.For example, a person can get up to 4 senior feedbacks, 7 peer feedback, and 3 junior feedback at max.– Make sure the number you select for feedback providers is an adequate representative sample so that the feedback is representative.– Do you want the employee also to also give Self-Assessment? A vital part of 360° Feedback and is recommended to have a Self-Evaluation. Employees may perceive themselves as one thing, but it’s important to understand how people are thinking about your approach. This also helps to find out blind spot and hidden strength (discussed later) in the report analysis.– Note you do not decide here, who will be the 360° Feedback providers here. It’s just the number we are giving.Step 3: Set Feedback AttributesFoundation of 360° Feedback is the types of questions asked and their relevance. You have to ask either Work-related Behavioral attributes or Performance Attributes or a combination.– If you selecting Work Related Performance Attributes you can put in points likea) Gets things doneb) Listens Carefullyc) Gives Feedback and direction.d) Expresses Information and priorities clearly.– For rating scale, you can use a Likert Scale. The format of a typical Likert Scale can is defined hereA) Strongly disagreeB) DisagreeC) Neither agree nor disagreeD) AgreeE) Strongly agreeYou can link the values of the scale above to numerical values, to help you asses and get a quantified result.– Work-Related Behavioral Attributes are the other type of questions you can ask. Examples of these Attributes are :A) Thought LeadershipB) Personal ConnectC) Problem SolvingD) Effective GovernanceHere you can rate employees differently. You can ask Feedback providers to indicate the Top 5 Strengths and Top 5 Improvements.– Work-Related Performance Attributes, as well as Behavioral Attributes, can be segregated into different perspectives like Internal Process, Customer, and Execution Focus. This will help the feedback owner a better understanding. Apart from a quantitative rating, make sure there is qualitative data also provided by the feedback owner.– Apart from Attributes to be rated upon, you can free text boxes for subjective questions for various commentsSome of the questions that you can ask feedback providers:A) 2 Work traits you should start withB) 2 Work traits you should immediately stopC) Any Behavioral SuggestionsD) Work Traits to continueOnce you have designed the Questionnaire/360° Feedback form, edit the form for different access. You may want the senior to answer a different feedback attribute about the employee, the junior something else and customer something else. The segregation of questions for various feedback givers should be based upon adequate familiarity with employee’s work behavior, otherwise, the feedback can be moot, destructive and invalid.Step 4: Setting Feedback ProvidersEither you as an admin can select the feedback providers for all the employees. You can decide who will be the senior, junior, peer providing the feedback. If external customers are allowed then decide the Board Members for you CEO/COO, Customers for your Sales and Account Management teams, Vendor or Partners for vendor related roles.To make the feedback representative, select Reviewers (internal/external customers) make sure that feedback is representative.What if Employees want to select their 360° Feedback Reviewers?This is a good practice where you allowing employers to select 360° Feedback Reivers. Define a timeline within which they can select their 360° Feedback Reviewers. Once the selection is done by them, make sure that you can edit the list. This will make sure that a fair size and names of employees are selected to give the Review.Step 5: Define the timeline and set up monitoringSticking to a review schedule is important and will help you to complete the process within a certain time in a disciplined manner.Monitoring allows you to see if everyone has provided feedback, constant reminders are sent out to employees so that they complete the form in time.Step 6: AnalysisThe above 5 steps are only 50 % of the work done. Analysis and follow up to that with development plans is the crucial part.Just remember that 360° Feedback needs to be anonymous to the employees. They have the in-depth analysis but cannot know at a macro level the feedback provider.List the greatest strength of the employee:Identify the greatest strengths and show them to the employees. If you have selected Work-related Performance attributes or a Likert Type Rating scale, display strengths in descending order of the highest overall scores from each respondent group.If you had selected Work Related Behavioral attribute and asked the employee to mark the top strengths, rank the Attributes as per the highest percentage responded by the group.For your reference, have attached a possible calculation:List the development opportunities:We are typically not trained well to take negative feedback. So how do you perceive the weakness and those attributes where the employee did not get a good rating?Name them as development opportunitiesLike Greatest strength for Work Behavior, identify the attributes which received the lowest overall scores from the respondent group.If you had selected Work-Related Behavior Attributes and asked the employee to show weakness, showcase the Attributes rated the most in Improvement.Hidden Strengths:Hidden Strengths are typically those Work attributes (behavioral/performance) where others gave the person a higher ranking than what the person gave him/her. This is to showcase and bring in picture those traits which you don’t realize but others see in you.Blind Spots:Areas for specific improvement. This is where the employee has rated themselves/marked as strength and others (in the majority) have rated lower or marked it as a weakness. This helps to understand employee what is obvious that they cannot see and others can.Question and Competency Detail (Optional):You can have a bar chart depicting the gap in feedback ratings between Self and External as well as Internal Stakeholders.Or you can do mapping for different Attributes and what every feedback group had to say about it. (What % of peer group thinks the Attribute as strength or an area of improvement?)Remember, the idea here is to use the data obtained in a manner where employees understand the entire feedback process. A graphical representation like bar charts helps to map quickly the feedback and analyze the gap. Make the charts as such that it helps you and employee to plan employee development programs as necessary.Comments by stakeholders on Start and Stop behavior for improved performance:In the above steps, if you made sure that you allowing comments, like mention the behaviors to start and stop, make sure you represent that in the detailed feedback analysis.You can categorize the comments based on Feedback groups. Make sure the comments are anonymous. It can be a task to slice and dice between comments if there are many, you may only wish to indicate those which can be used in a better manner.Planning Development:You did the hard work by setting up a comprehensive 360 Feedback process. Not only you involved all the possible stakeholders for the all the employees, but you also ensured the process was conducted was time bound, detailed and specific, data gathered for analysis and created detailed reports with insights to behavior and performance at the workplace. Now the important part comes in of following up on the analysis and plan development.Development plans should be made to overcome the deficits. Earlier we made a section called Development opportunities which pointed out to the attributes which got the lowest overall score from each respondent group.For example, Bob always thought that Customer Focus was his strength and was going to take a course in Project Management. His colleagues who loved Bob’s work ethic and attitude thought a little different about Bob’s attitude to Customer Focus and thought it can be improved. On hearing this, Bob is relieved and may have training related to customer focus. This also helped him tremendously to select the right development plan and move ahead in the career, as he may have selected a development plan for a skill/attribute which was already his strength, for example, may be functional and technical skills.How you can connect 360 Degree Feedback and Performance Appraisals?Though it’s not a common practice to use 360 Degree Feedback with Performance Appraisals, as it is only looked like a passport to development plans and gauge skills.If you are still insistent, make it a part of the Performance Review with maybe a 70 % -30 % rating distribution between Performance Reviews and 360° Feedback.Since you may plan promotion and even compensation increment based, make sure the feedback givers have substantial opportunities to observe work performance of the employee, the feedback givers are informed that it will be for appraisal, have detailed weights(%-ages) for different components.The above process was a very elaborative way how you can do 360° Feedback. One of the key challenges that a facilitator faces is managing the forms, calculations and the analysis to be done.If a 360° Process is done well, it can be one those rare activities that someone’s life is transformed in a positive way, and does truly influence career and changes lives.Have a quick demo with our team and we will help you understand how GroSum will make 360 Degree Feedback easy and insightful for you.P.S: I work with GroSum. GroSum offers automated and seamless 360 Degree Feedback Tool. For a FREE demo, sign up here.If you are looking to set up a 360 Degree Feedback System for your organization, let’s connect.I can be reached at [email protected]

Auditor. :PJokes apart! Here's a brief on the internal Audit of a Hospital.Today’s internal auditors roam freely throughout the entire enterprise. They do in effect what the CEO would do to appraise activities, given sufficient time and resources.Think of the internal auditor as more consultant than verifier. Internal auditors are dedicated to improving systems rather than detecting errors, more interested in leaving every place they evaluate a little better than they found it. Internal audit brings a professional level of objectivity and independence.CHC Consulting’s Internal Audit Process is designed to identify key risks that could prevent the company from meeting its objectives, determine if internal controls are operating effectively and efficiently, and keep the Board and the Audit Committee informed throughout the assessment.Areas of focus typically include:Revenue Cycle ProcessesCash ManagementPhysician RelationshipsEthics and CompliancePurchasing and ReceivingFinancial OperationsHuman ResourcesAccounts Payable ProcessingDue DiligencePolicies and ProceduresSystem ImplementationsExternal Audit Communications and Co-sourcingOther Areas Identified by ManagementThe Internal Audit Process involves three key phases.Internal Audit ProcessThe three phases of an Internal Audit Process cover governance, risk assessment and execution of the audit plan.PHASE I – Internal Audit GovernanceReview the hospital audit committee charter and align it with the Standards set forth by the Institute of Internal Auditors.Develop the internal audit department charter and internal audit policies to establish the foundation for performing, documenting and reporting on assessments.Identify the reporting relationship between the internal audit function and hospital leadership.PHASE II – Risk Assessment and Audit PlanningMeet with the management team and the audit committee to kick off the risk assessment process.Conduct management surveys to help identify key risks to the hospital.Compile survey responses and prioritize risks based on management feedback and self-assessment tool.Create the internal audit plan of recommended audit areas to focus on.Present risk assessment report and internal audit plan to senior management and the Audit Committee.PHASE III – Execute the Audit PlanPerform a review from the approved audit plan.Present audit findings and issue report to management.Review management’s action items to meet audit recommendations and present final report to the Audit Committee.Perform follow-up 60 to 90 days after receipt of action plans to assess management’s progress.Source: www.communutyhospitalcorp.com