MODELING COMPETENCIES FROM THE PERSPECTIVE OF TALENT MANAGEMENT

Competence is a concept commonly used by both researchers and practitioners to describe performance. The use of competency models was created to describe the selection processes, identify the training needs or succession planning. Skills are the basis of talent management. Talent management is considered to be a method that allows organizations to respond to the requirements associated with increased competencies. Competencies serve the basis of any integrated talent management strategy and facilitate the connection between the business strategy and the talent management philosophy of an organization. Skills modeling gives talent leaders the information they need to design a clear and efficient talent management program. Therefore, the purpose of this paper is to highlight the way in which the modeling of competences is achieved through talent management. The research methodology is based on a qualitative approach, on the analysis of the specialized literature and on online documents such as: the sites of companies, employees' forums, press articles, etc. Thus, talent management models the competencies by preparing the employees for the necessary expertise and by helping them grow with the organization. Modeling skills from a talent management perspective starts with an effective program to help the employee establish then selves in the new role, to be offered ample opportunities to improve skills and competences, while allowing growth through counseling, coaching, mentoring and job rotation schemes. At the same time, the talent management development directive offers training and development opportunities through several learning channels for employees to acquire additional skills, knowledge, competencies, etc., thus building a higher performing workforce.

Formation of Training Environment by Means of Didactic Design

Recent studies have argued the necessity of revealing pedagogical conditions in the university educational process for formation of the future engineers�?? readiness to productive and innovative activity. Training environment creates the system of pedagogical conditions and effects on the development of student qualities. We offers the didactic design as a technology for formation and development process management for future engineers by creation of training environment of the given quality. This technology has the spiral phase organization: modeling, designing, constructing and operation. The application of the didactic design on the example of the educational resource for programming microcontroller is considered. The submitted technology develops modern engineering educational practice in the field of creation of the developing training environment.

PROPOSE AN APPROPRIATE MANAGEMENT MODEL FOR SAI GON RIVER WATER QUALITY

The article proposed an appropriate organization modeling for Sai Gon river water quality management based on the analysis having scientific and practical basic about aspects have done and aspects limited of LVS management organization (LVS environmental protection Committee) in past time, lesson learnt from effective LVS management performance of countries in the world as well as based on actual study changes in Sai Gon river water quality in many years and practically coordination management and environmental protection river among local area along river basin. The proposed modeling is feasible and practical aim to protect Sai Gon river water source serving for different purposes such as supply water for domestic demand, industry, irrigation, river landscape – tourism, and waterway etc., towards sustainable development of local area along river basin.

Enterprise Intelligence

This paper examines the key issues associated with current and future implementations of business intelligence (BI). The authors review the literature and discover both the growing importance and emerging issues associated with BI. The issues are further examined with an exploratory, but detailed, case study of organizations from a variety of industries, yielding a series of lessons learned. The authors find that organizations are rapidly moving to an enterprise perspective on BI, but in an unsystematic way. The authors present a prescription for the future of BI called “enterprise intelligence” (EI). EI is described in a framework that combines elements of hierarchy theory, organization modeling, and intellectual capital.