有效的職業生涯規劃有效的職業生涯規劃有效的職業生涯規劃為什么要進行職業生涯規劃成功人生的關鍵為什么說職業生涯規劃先要從認識自我開始自我認識的重點及如何認識自我職業生涯規劃采取的原則面試與個人建立畢業生常出現的心理困惑及解決方法熱門的職業及就職后的其他問題有效的職業生涯規劃為什么要進行職業生涯規劃一、為什么要進行職業生涯規劃什么是職業生涯時代的整體背景：變革的進程（社會的進步、技術的發展）個體的要求：個體職業社會化、多元化的人生目標、對個體成功的日益關注一、為什么要進行職業生涯規劃什么是職業生涯二、成功人生的關鍵資源：時間資源、知識資源、人際關系資源、健康資源、金錢資源、能力資源資源的有效整合與準確評估個體的弱勢：對資源評估的不準確以及對資源整合的不有效二、成功人生的關鍵資源：時間資源、知識資源、人際關系資源、健三、為什么說職業生涯規劃先要從認識自我開始Freud的意識理論Holland的人格類型論三、為什么說職業生涯規劃先要從認識自我開始Freud的意識理意識潛意識弗洛依德的意識論冰山水面意識潛意識弗洛依德的意識論冰山水面Holland人格類型論實際型研究型藝術型社會型企業型傳統型Holland人格類型論實際型研究型藝術型社會型企業型傳統型Holland的人格類型論現實型（順應的、具體的、老實的）研究型（分析型的、指揮的、探究的）藝術型（想象的、獨白的、情感性的和無秩序的）社會型（社交性的、愛幫助他人和善解人意的）企業型（冒險的、精力充沛的、社交性的和自信的）常規型（守規則的、慎重的、自制的、順從的）Holland的人格類型論現實型（順應的、具體的、老實的）社四、自我認識的重點及如何認識自我勝任力???四、自我認識的重點及如何認識自我勝任力???勝任力67%33%情緒勝任力動機興趣個性勝任力67%33%情動機情緒智能（EmotionalIntelligence）

有效管理自我與人際關系的能力五大情緒勝任力

自我意識自我意識自我評價自信心自我調節自我控制可信賴良心創新適應性激勵成就趨力承諾主動性樂觀主義共情理解他人發展他人服務多樣性社交影響力溝通沖突管理合作團隊領導情緒智能（EmotionalIntelligence）

跨國公司的選拔標準殼牌(Shell)公司成就欲人際關系能力分析能力思科(cisco)公司

熱情溝通好奇領導欲

IBM公司分析能力適應能力團隊精神跨國公司的選拔標準殼牌(Shell)公司思科(cisco)I五、職業生涯規劃采取的原則基本原則：按需擇業、發揮專長、干我所愛、擇己所利重要的環節：對整個環境進行合理分析發展的途徑：雙重路徑平衡的關鍵：合理預期五、職業生涯規劃采取的原則對整個環境進行合理分析

1. 環境2. 行動3. 勝任力4. 價值觀、信念、假設5. 自我認知6. 對人生意義的認識對整個環境進行合理分析

六、求職的兩個關鍵——

個人簡歷與面試撰寫一份高水準的簡歷高超的面試技巧六、求職的兩個關鍵——

個人簡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？？？個人簡歷（RESUME）中文簡歷結構基本資料學習活動社會活動特別技能英文簡歷結構resume基本信息（信頭）求職目標（J.O）正文（簡寫格式一致）個人簡歷（RESUME）中文簡歷結構英文簡歷結構resu撰寫簡歷的注意點注重實用，避免花哨注意簡練，避免羅嗦強調個性，避免張揚撰寫簡歷的注意點如何避免簡歷不落俗套我對……..非常感興趣隨信附上簡歷，供您參考我認為我覺得……..我精力充沛請查收簡歷薪金待遇可以協商期待您的回復請接受我的簡歷如何避免簡歷不落俗套我對……..非常感興趣面試中應注意的其他幾個問題不要羞于提問不要在首次面試時急于主動涉及薪酬不要泄露證明人的信息多使用積極、正面的詞語多進行目光的交流面試中應注意的其他幾個問題特別建議—致即將走出校門的學生不要害怕說出你需要幫助承認你并不知道有些答案不要過于緊張多一些積極的詞語誠實可信特別建議—致即將走出校門的學生不要害怕說出你需要幫助七、畢業生常出現的心理困惑及解決方法人際關系障礙自信心不足不合理的預期緊張與焦慮表現欲不強七、畢業生常出現的心理困惑及解決方法增強人際溝通技巧培養有效的傾聽藝術？增強人際溝通技巧有效傾聽技能

—使用目光接觸

—贊許性點頭

—恰當的面部表情

—避免分心舉動手勢

—提問、復述或筆記

—。。。。。

實現有效溝通有效傾聽技能實現有效溝通增強自信心的方法認清是信心的危機還是能力的危機對內心的自我否定進行抨擊循序漸進地進行反饋嘗試著主動去做增強自信心的方法認清是信心的危機還是能力的危機八、熱門的職業及就職后的其他問題現在的熱門職業未來10年的熱門職業進入職場后的其他問題八、熱門的職業及就職后的其他問題全國主要人才市場2002.7/8分析人才市場人才需求數量求職人才數量南方人才市場599530952深圳人才市場54435175690西安人才市場1107230216成都人才市場735816820寧波人才市場886615046武漢人才市場685816838青島人才市場1853060000全國主要人才市場2002.7/8分析人才市場人才需求數量求職市場需求專業排列南方營銷技工服務經營文職房地產計算機工業設計電子深圳貿易工廠機械電子計算機文職藝術公關財務電氣西安營銷建筑計算機管理財務文秘電子機械醫藥設計成都管理營銷機械醫藥計算機電子行政技工師范新聞寧波管理機械外貿計算機建筑營銷文秘輕工財會電子武漢營銷管理計算機企管電子機械建筑化工金融國貿青島營銷管理財會計算機貿易文秘建筑房地產設計外語全國主要人才市場行情（2002.7/8）市場需求專業排列南方營銷技工服務經營文職房地產計算機工業設計未來10年我國需要的人才類型會計類：尤其是熟知專業業務和國際事務法律類：尤其是房地產律師電腦類：尤其是程序設計、網管專家環保類：工業衛生學者、生物學者保險類：保險專業并通曉其他專業的估價員推銷類：證券及金融、通信設備的業務代表人事類：人才市場經理、測評專家、人事經理旅游業：知曉旅游與管理的人才未來10年我國需要的人才類型會計類：尤其是熟知專業業務和國際未來10年我國需要的人才類型咨詢服務類：融經濟、金融、統計、計算機等于一體的通才個人服務類：熟知護理學的家庭服務員公共關系類：高素質的公關人才社會工作類：心理咨詢醫生、家庭或社會現象研究專家未來10年我國需要的人才類型咨詢服務類：融經濟、金融、統計、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有效的職業生涯規劃有效的職業生涯規劃有效的職業生涯規劃為什么要進行職業生涯規劃成功人生的關鍵為什么說職業生涯規劃先要從認識自我開始自我認識的重點及如何認識自我職業生涯規劃采取的原則面試與個人建立畢業生常出現的心理困惑及解決方法熱門的職業及就職后的其他問題有效的職業生涯規劃為什么要進行職業生涯規劃一、為什么要進行職業生涯規劃什么是職業生涯時代的整體背景：變革的進程（社會的進步、技術的發展）個體的要求：個體職業社會化、多元化的人生目標、對個體成功的日益關注一、為什么要進行職業生涯規劃什么是職業生涯二、成功人生的關鍵資源：時間資源、知識資源、人際關系資源、健康資源、金錢資源、能力資源資源的有效整合與準確評估個體的弱勢：對資源評估的不準確以及對資源整合的不有效二、成功人生的關鍵資源：時間資源、知識資源、人際關系資源、健三、為什么說職業生涯規劃先要從認識自我開始Freud的意識理論Holland的人格類型論三、為什么說職業生涯規劃先要從認識自我開始Freud的意識理意識潛意識弗洛依德的意識論冰山水面意識潛意識弗洛依德的意識論冰山水面Holland人格類型論實際型研究型藝術型社會型企業型傳統型Holland人格類型論實際型研究型藝術型社會型企業型傳統型Holland的人格類型論現實型（順應的、具體的、老實的）研究型（分析型的、指揮的、探究的）藝術型（想象的、獨白的、情感性的和無秩序的）社會型（社交性的、愛幫助他人和善解人意的）企業型（冒險的、精力充沛的、社交性的和自信的）常規型（守規則的、慎重的、自制的、順從的）Holland的人格類型論現實型（順應的、具體的、老實的）社四、自我認識的重點及如何認識自我勝任力???四、自我認識的重點及如何認識自我勝任力???勝任力67%33%情緒勝任力動機興趣個性勝任力67%33%情動機情緒智能（EmotionalIntelligence）

有效管理自我與人際關系的能力五大情緒勝任力

自我意識自我意識自我評價自信心自我調節自我控制可信賴良心創新適應性激勵成就趨力承諾主動性樂觀主義共情理解他人發展他人服務多樣性社交影響力溝通沖突管理合作團隊領導情緒智能（EmotionalIntelligence）

跨國公司的選拔標準殼牌(Shell)公司成就欲人際關系能力分析能力思科(cisco)公司

熱情溝通好奇領導欲

IBM公司分析能力適應能力團隊精神跨國公司的選拔標準殼牌(Shell)公司思科(cisco)I五、職業生涯規劃采取的原則基本原則：按需擇業、發揮專長、干我所愛、擇己所利重要的環節：對整個環境進行合理分析發展的途徑：雙重路徑平衡的關鍵：合理預期五、職業生涯規劃采取的原則對整個環境進行合理分析

1. 環境2. 行動3. 勝任力4. 價值觀、信念、假設5. 自我認知6. 對人生意義的認識對整個環境進行合理分析

六、求職的兩個關鍵——

個人簡歷與面試撰寫一份高水準的簡歷高超的面試技巧六、求職的兩個關鍵——

個人簡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？？？個人簡歷（RESUME）中文簡歷結構基本資料學習活動社會活動特別技能英文簡歷結構resume基本信息（信頭）求職目標（J.O）正文（簡寫格式一致）個人簡歷（RESUME）中文簡歷結構英文簡歷結構resu撰寫簡歷的注意點注重實用，避免花哨注意簡練，避免羅嗦強調個性，避免張揚撰寫簡歷的注意點如何避免簡歷不落俗套我對……..非常感興趣隨信附上簡歷，供您參考我認為我覺得……..我精力充沛請查收簡歷薪金待遇可以協商期待您的回復請接受我的簡歷如何避免簡歷不落俗套我對……..非常感興趣面試中應注意的其他幾個問題不要羞于提問不要在首次面試時急于主動涉及薪酬不要泄露證明人的信息多使用積極、正面的詞語多進行目光的交流面試中應注意的其他幾個問題特別建議—致即將走出校門的學生不要害怕說出你需要幫助承認你并不知道有些答案不要過于緊張多一些積極的詞語誠實可信特別建議—致即將走出校門的學生不要害怕說出你需要幫助七、畢業生常出現的心理困惑及解決方法人際關系障礙自信心不足不合理的預期緊張與焦慮表現欲不強七、畢業生常出現的心理困惑及解決方法增強人際溝通技巧培養有效的傾聽藝術？增強人際溝通技巧有效傾聽技能

—使用目光接觸

—贊許性點頭

—恰當的面部表情

—避免分心舉動手勢

—提問、復述或筆記

—。。。。。

實現有效溝通有效傾聽技能實現有效溝通增強自信心的方法認清是信心的危機還是能力的危機對內心的自我否定進行抨擊循序漸進地進行反饋嘗試著主動去做增強自信心的方法認清是信心的危機還是能力的危機八、熱門的職業及就職后的其他問題現在的熱門職業未來10年的熱門職業進入職場后的其他問題八、熱門的職業及就職后的其他問題全國主要人才市場2002.7/8分析人才市場人才需求數量求職人才數量南方人才市場599530952深圳人才市場54435175690西安人才市場1107230216成都人才市場735816820寧波人才市場886615046武漢人才市場685816838青島人才市場1853060000全國主要人才市場2002.7/8分析人才市場人才需求數量求職市場需求專業排列南方營銷技工服務經營文職房地產計算機工業設計電子深圳貿易工廠機械電子計算機文職藝術公關財務電氣西安營銷建筑計算機管理財務文秘電子機械醫藥設計成都管理營銷機械醫藥計算機電子行政技工師范新聞寧波管理機械外貿計算機建筑營銷文秘輕工財會電子武漢營銷管理計算機企管電子機械建筑化工金融國貿青島營銷管理財會計算機貿易文秘建筑房地產設計外語全國主要人才市場行情（2002.7/8）市場需求專業排列南方營銷技工服務經營文職房地產計算機工業設計未來10年我國需要的人才類型會計類：尤其是熟知專業業務和國際事務法律類：尤其是房地產律師電腦類：尤其是程序設計、網管專家環保類：工業衛生學者、生物學者保險類：保險專業并通曉其他專業的估價員推銷類：證券及金融、通信設備的業務代表人事類：人才市場經理、測評專家、人事經理旅游業：知曉旅游與管理的人才未來10年我國需要的人才類型會計類：尤其是熟知專業業務和國際未來10年我國需要的人才類型咨詢服務類：融經濟、金融、統計、計算機等于一體的通才個人服務類：熟知護理學的家庭服務員公共關系類：高素質的公關人才社會工作類：心理咨詢醫生、家庭或社會現象研究專家未來10年我國需要的人才類型咨詢服務類：融經濟、金融、統計、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