有效的职业生涯规划教学课件

有效的职业生涯规划有效的职业生涯规划有效的职业生涯规划为什么要进行职业生涯规划成功人生的关键为什么说职业生涯规划先要从认识自我开始自我认识的重点及如何认识自我职业生涯规划采取的原则面试与个人建立毕业生常出现的心理困惑及解决方法热门的职业及就职后的其他问题有效的职业生涯规划为什么要进行职业生涯规划一、为什么要进行职业生涯规划什么是职业生涯时代的整体背景：变革的进程（社会的进步、技术的发展）个体的要求：个体职业社会化、多元化的人生目标、对个体成功的日益关注一、为什么要进行职业生涯规划什么是职业生涯二、成功人生的关键资源：时间资源、知识资源、人际关系资源、健康资源、金钱资源、能力资源资源的有效整合与准确评估个体的弱势：对资源评估的不准确以及对资源整合的不有效二、成功人生的关键资源：时间资源、知识资源、人际关系资源、健三、为什么说职业生涯规划先要从认识自我开始Freud的意识理论Holland的人格类型论三、为什么说职业生涯规划先要从认识自我开始Freud的意识理意识潜意识弗洛依德的意识论冰山水面意识潜意识弗洛依德的意识论冰山水面Holland人格类型论实际型研究型艺术型社会型企业型传统型Holland人格类型论实际型研究型艺术型社会型企业型传统型Holland的人格类型论现实型（顺应的、具体的、老实的）研究型（分析型的、指挥的、探究的）艺术型（想象的、独白的、情感性的和无秩序的）社会型（社交性的、爱帮助他人和善解人意的）企业型（冒险的、精力充沛的、社交性的和自信的）常规型（守规则的、慎重的、自制的、顺从的）Holland的人格类型论现实型（顺应的、具体的、老实的）社四、自我认识的重点及如何认识自我胜任力???四、自我认识的重点及如何认识自我胜任力???胜任力67%33%情绪胜任力动机兴趣个性胜任力67%33%情动机情绪智能（EmotionalIntelligence）

有效管理自我与人际关系的能力五大情绪胜任力

自我意识自我意识自我评价自信心自我调节自我控制可信赖良心创新适应性激励成就趋力承诺主动性乐观主义共情理解他人发展他人服务多样性社交影响力沟通冲突管理合作团队领导情绪智能（EmotionalIntelligence）

跨国公司的选拔标准壳牌(Shell)公司成就欲人际关系能力分析能力思科(cisco)公司

热情沟通好奇领导欲

IBM公司分析能力适应能力团队精神跨国公司的选拔标准壳牌(Shell)公司思科(cisco)I五、职业生涯规划采取的原则基本原则：按需择业、发挥专长、干我所爱、择己所利重要的环节：对整个环境进行合理分析发展的途径：双重路径平衡的关键：合理预期五、职业生涯规划采取的原则对整个环境进行合理分析

1. 环境2. 行动3. 胜任力4. 价值观、信念、假设5. 自我认知6. 对人生意义的认识对整个环境进行合理分析

六、求职的两个关键——

个人简历与面试撰写一份高水准的简历高超的面试技巧六、求职的两个关键——

个人简历与面试撰写一一大疑惑？？？需不需要写一份求职信？一大疑惑？？？个人简历（RESUME）中文简历结构基本资料学习活动社会活动特别技能英文简历结构resume基本信息（信头）求职目标（J.O）正文（简写格式一致）个人简历（RESUME）中文简历结构英文简历结构resu撰写简历的注意点注重实用，避免花哨注意简练，避免罗嗦强调个性，避免张扬撰写简历的注意点如何避免简历不落俗套我对……..非常感兴趣随信附上简历，供您参考我认为我觉得……..我精力充沛请查收简历薪金待遇可以协商期待您的回复请接受我的简历如何避免简历不落俗套我对……..非常感兴趣面试中应注意的其他几个问题不要羞于提问不要在首次面试时急于主动涉及薪酬不要泄露证明人的信息多使用积极、正面的词语多进行目光的交流面试中应注意的其他几个问题特别建议—致即将走出校门的学生不要害怕说出你需要帮助承认你并不知道有些答案不要过于紧张多一些积极的词语诚实可信特别建议—致即将走出校门的学生不要害怕说出你需要帮助七、毕业生常出现的心理困惑及解决方法人际关系障碍自信心不足不合理的预期紧张与焦虑表现欲不强七、毕业生常出现的心理困惑及解决方法增强人际沟通技巧培养有效的倾听艺术？增强人际沟通技巧有效倾听技能

—使用目光接触

—赞许性点头

—恰当的面部表情

—避免分心举动手势

—提问、复述或笔记

—。。。。。

实现有效沟通有效倾听技能实现有效沟通增强自信心的方法认清是信心的危机还是能力的危机对内心的自我否定进行抨击循序渐进地进行反馈尝试着主动去做增强自信心的方法认清是信心的危机还是能力的危机八、热门的职业及就职后的其他问题现在的热门职业未来10年的热门职业进入职场后的其他问题八、热门的职业及就职后的其他问题全国主要人才市场2002.7/8分析人才市场人才需求数量求职人才数量南方人才市场599530952深圳人才市场54435175690西安人才市场1107230216成都人才市场735816820宁波人才市场886615046武汉人才市场685816838青岛人才市场1853060000全国主要人才市场2002.7/8分析人才市场人才需求数量求职市场需求专业排列南方营销技工服务经营文职房地产计算机工业设计电子深圳贸易工厂机械电子计算机文职艺术公关财务电气西安营销建筑计算机管理财务文秘电子机械医药设计成都管理营销机械医药计算机电子行政技工师范新闻宁波管理机械外贸计算机建筑营销文秘轻工财会电子武汉营销管理计算机企管电子机械建筑化工金融国贸青岛营销管理财会计算机贸易文秘建筑房地产设计外语全国主要人才市场行情（2002.7/8）市场需求专业排列南方营销技工服务经营文职房地产计算机工业设计未来10年我国需要的人才类型会计类：尤其是熟知专业业务和国际事务法律类：尤其是房地产律师电脑类：尤其是程序设计、网管专家环保类：工业卫生学者、生物学者保险类：保险专业并通晓其他专业的估价员推销类：证券及金融、通信设备的业务代表人事类：人才市场经理、测评专家、人事经理旅游业：知晓旅游与管理的人才未来10年我国需要的人才类型会计类：尤其是熟知专业业务和国际未来10年我国需要的人才类型咨询服务类：融经济、金融、统计、计算机等于一体的通才个人服务类：熟知护理学的家庭服务员公共关系类：高素质的公关人才社会工作类：心理咨询医生、家庭或社会现象研究专家未来10年我国需要的人才类型咨询服务类：融经济、金融、统计、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有效的职业生涯规划有效的职业生涯规划有效的职业生涯规划为什么要进行职业生涯规划成功人生的关键为什么说职业生涯规划先要从认识自我开始自我认识的重点及如何认识自我职业生涯规划采取的原则面试与个人建立毕业生常出现的心理困惑及解决方法热门的职业及就职后的其他问题有效的职业生涯规划为什么要进行职业生涯规划一、为什么要进行职业生涯规划什么是职业生涯时代的整体背景：变革的进程（社会的进步、技术的发展）个体的要求：个体职业社会化、多元化的人生目标、对个体成功的日益关注一、为什么要进行职业生涯规划什么是职业生涯二、成功人生的关键资源：时间资源、知识资源、人际关系资源、健康资源、金钱资源、能力资源资源的有效整合与准确评估个体的弱势：对资源评估的不准确以及对资源整合的不有效二、成功人生的关键资源：时间资源、知识资源、人际关系资源、健三、为什么说职业生涯规划先要从认识自我开始Freud的意识理论Holland的人格类型论三、为什么说职业生涯规划先要从认识自我开始Freud的意识理意识潜意识弗洛依德的意识论冰山水面意识潜意识弗洛依德的意识论冰山水面Holland人格类型论实际型研究型艺术型社会型企业型传统型Holland人格类型论实际型研究型艺术型社会型企业型传统型Holland的人格类型论现实型（顺应的、具体的、老实的）研究型（分析型的、指挥的、探究的）艺术型（想象的、独白的、情感性的和无秩序的）社会型（社交性的、爱帮助他人和善解人意的）企业型（冒险的、精力充沛的、社交性的和自信的）常规型（守规则的、慎重的、自制的、顺从的）Holland的人格类型论现实型（顺应的、具体的、老实的）社四、自我认识的重点及如何认识自我胜任力???四、自我认识的重点及如何认识自我胜任力???胜任力67%33%情绪胜任力动机兴趣个性胜任力67%33%情动机情绪智能（EmotionalIntelligence）

有效管理自我与人际关系的能力五大情绪胜任力

自我意识自我意识自我评价自信心自我调节自我控制可信赖良心创新适应性激励成就趋力承诺主动性乐观主义共情理解他人发展他人服务多样性社交影响力沟通冲突管理合作团队领导情绪智能（EmotionalIntelligence）

跨国公司的选拔标准壳牌(Shell)公司成就欲人际关系能力分析能力思科(cisco)公司

热情沟通好奇领导欲

IBM公司分析能力适应能力团队精神跨国公司的选拔标准壳牌(Shell)公司思科(cisco)I五、职业生涯规划采取的原则基本原则：按需择业、发挥专长、干我所爱、择己所利重要的环节：对整个环境进行合理分析发展的途径：双重路径平衡的关键：合理预期五、职业生涯规划采取的原则对整个环境进行合理分析

1. 环境2. 行动3. 胜任力4. 价值观、信念、假设5. 自我认知6. 对人生意义的认识对整个环境进行合理分析

六、求职的两个关键——

个人简历与面试撰写一份高水准的简历高超的面试技巧六、求职的两个关键——

个人简历与面试撰写一一大疑惑？？？需不需要写一份求职信？一大疑惑？？？个人简历（RESUME）中文简历结构基本资料学习活动社会活动特别技能英文简历结构resume基本信息（信头）求职目标（J.O）正文（简写格式一致）个人简历（RESUME）中文简历结构英文简历结构resu撰写简历的注意点注重实用，避免花哨注意简练，避免罗嗦强调个性，避免张扬撰写简历的注意点如何避免简历不落俗套我对……..非常感兴趣随信附上简历，供您参考我认为我觉得……..我精力充沛请查收简历薪金待遇可以协商期待您的回复请接受我的简历如何避免简历不落俗套我对……..非常感兴趣面试中应注意的其他几个问题不要羞于提问不要在首次面试时急于主动涉及薪酬不要泄露证明人的信息多使用积极、正面的词语多进行目光的交流面试中应注意的其他几个问题特别建议—致即将走出校门的学生不要害怕说出你需要帮助承认你并不知道有些答案不要过于紧张多一些积极的词语诚实可信特别建议—致即将走出校门的学生不要害怕说出你需要帮助七、毕业生常出现的心理困惑及解决方法人际关系障碍自信心不足不合理的预期紧张与焦虑表现欲不强七、毕业生常出现的心理困惑及解决方法增强人际沟通技巧培养有效的倾听艺术？增强人际沟通技巧有效倾听技能

—使用目光接触

—赞许性点头

—恰当的面部表情

—避免分心举动手势

—提问、复述或笔记

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实现有效沟通有效倾听技能实现有效沟通增强自信心的方法认清是信心的危机还是能力的危机对内心的自我否定进行抨击循序渐进地进行反馈尝试着主动去做增强自信心的方法认清是信心的危机还是能力的危机八、热门的职业及就职后的其他问题现在的热门职业未来10年的热门职业进入职场后的其他问题八、热门的职业及就职后的其他问题全国主要人才市场2002.7/8分析人才市场人才需求数量求职人才数量南方人才市场599530952深圳人才市场54435175690西安人才市场1107230216成都人才市场735816820宁波人才市场886615046武汉人才市场685816838青岛人才市场1853060000全国主要人才市场2002.7/8分析人才市场人才需求数量求职市场需求专业排列南方营销技工服务经营文职房地产计算机工业设计电子深圳贸易工厂机械电子计算机文职艺术公关财务电气西安营销建筑计算机管理财务文秘电子机械医药设计成都管理营销机械医药计算机电子行政技工师范新闻宁波管理机械外贸计算机建筑营销文秘轻工财会电子武汉营销管理计算机企管电子机械建筑化工金融国贸青岛营销管理财会计算机贸易文秘建筑房地产设计外语全国主要人才市场行情（2002.7/8）市场需求专业排列南方营销技工服务经营文职房地产计算机工业设计未来10年我国需要的人才类型会计类：尤其是熟知专业业务和国际事务法律类：尤其是房地产律师电脑类：尤其是程序设计、网管专家环保类：工业卫生学者、生物学者保险类：保险专业并通晓其他专业的估价员推销类：证券及金融、通信设备的业务代表人事类：人才市场经理、测评专家、人事经理旅游业：知晓旅游与管理的人才未来10年我国需要的人才类型会计类：尤其是熟知专业业务和国际未来10年我国需要的人才类型咨询服务类：融经济、金融、统计、计算机等于一体的通才个人服务类：熟知护理学的家庭服务员公共关系类：高素质的公关人才社会工作类：心理咨询医生、家庭或社会现象研究专家未来10年我国需要的人才类型咨询服务类：融经济、金融、统计、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