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Soft Skills Workshops with External Trainers: Getting Them Right
54-70Views:47Soft skills development workshops can serve multinational organizations towards the
improvement of internal communication between employees of various language backgrounds
attempting to collaborate on tasks and issues in performing their daily activities. Employer and
management expectations of these workshops may not be consistent with those of employees
and this gap can lead to employee pushback and even refusal to internalise and utilise the
envisioned workshop key learning points that management wants them to develop. On the bases
of years of professional experience as co-trainers holding soft skills development workshops and
receiving employer and employee feedback on their work at dozens of multinational companies
in Europe, the authors discuss critical milestones which must be met by management, in order to
lay the groundwork for more successful soft skills workshops at their organisations. -
Functions of global career management
49-64.Views:70Maintaining competitiveness is one of the long-term strategic goals for companies. Beside
tangible and intangible assets, the value of human capital is continuously growing, due to
changes in the labour market. A loyal, highly skilled employee makes a significant contribution
to organizational success through competencies, experience, and skills. The career management
system of multinational companies became more attractive by the possibility of international
assignments, which is a very complicated process requiring complex planning. This system is
considered global for several reasons: its transnational nature, international experience gained
by the employees and the achievable career on a global scale for the individual (as a part of a
successful process).
Creating a global career management system thus involves a number of HR functions.
Emphasis should be placed on finding suitable employees, selecting, onboarding, mentoring, on
methods and the evaluators in the performance appraisal process, providing feedback on a
regular basis and in an appropriate manner, achieving and maintaining motivation, developing
competencies and supporting the balance in mental health. -
The characteristics of employers' (and employees') behaviour in a rural border area today, based on interviews
162-180Views:54Clichéd as it may seem, it is undeniably true that the employment situation in Hungary is bad. The profound transformation of the economy and society in 1989-1990 brought about fundamental changes in the labour market. The main features of this were the disappearance of full employment and the emergence and persistence of unemployment. The economic activity of the Hungarian population declined significantly, due to, among other things, the disappearance or restructuring of enterprises and cooperatives, the fall in production and turnover, and the more intensive use of labour under new conditions, while the number of economically inactive increased.
To avoid unemployment, people opted en masse for pensions or pension-like benefits, while young people stayed in school longer in the hope of better job prospects and, even with a much lower birth rate, the number of people still using home-based forms of childcare was essentially the same as before. After 1998, the number of inactive people fell slightly, but in 2009 the number of 15-64 year olds was still 2.6 million, about 7% (166,000) higher than in 1992. Employment fell significantly in the years following the change of regime, mainly as a result of the transformation of the economy. It reached its lowest point in 1996, when some 3.6 million people were in work, 1.3 million fewer than in the period of regime change.
