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Do all residents of the state need to leave in the morning to work at a specific location? |
No, they don't.
What should every state department of human resources display publicly?
A state department of human resources must display the public profiles of all individuals having executive duty.
Why is there a need for these facts?
Bad charactered, badly behaved, incompetent individuals are placed in executive positions. After harms, the community realizes that bad charactered, badly behaved, incompetent individuals have been placed at specific locations with executive duty.
Make sure she or he answers these questions.
Do you understand english language?
What standard and reference of the English language do you follow?
Where is this standard and reference of the English language displayed?
How would you rate your English language ability on a scale of 1-10 with 10 being the best?
What is good human character?
What is good human behavior?
What are the essential ingredients of an economy?
What is the Essential Commodities Act?
What is the Essential Services Maintenance Act?
What are the basic human rights?
What are the rights of a civilized human being?
Who is a civilized human being?
Do you know about state planning and development?
What do you know about state planning and development?
Where is it displayed?
How do you define a state economy?
How do you define a state budget?
What is your political affiliation?
Where did you go to high school?
Where did you go to college?
What subjects did you study?
How old are you?
What is your mailing address?
What are your assets?
What are the locations of your assets?
Did you have these assets in 1980?
What were your assets in 1980?
What are your assets in 2013?
How did you accumulate your assets after 1980?
What are the assets of your relatives and friends?
Where are they located?
What do you know about computers?
In what state would you like to serve?
Elements of an Effective Job Description|
1. Job Title
Although a job title is not meant to describe exclusively what a position entails, it is an effective way to illustrate the general nature of a job. In addition to being categorical in nature, a well-written job title provides a sense of identity for workers, especially when attempting to group employees who perform similar functions within the organization.
2. Job Summary
The next critical component is a brief summary depicting the position’s responsibilities, duties, nature of work, and purpose. This summary serves as an introduction to the remaining components of a job description, and it allows one to develop a general understanding of a position without being initially overwhelmed by specific job requirements.
3. Working Environment
This section of a job description is used to provide a contextual reference. This component should describe the general working conditions one can expect to endure such as immediate working environment, surrounding equipment and tools, anticipated involvement with coworkers and management, potential stressors and dangers, internal competition levels, expected schedule, physical and mental demands, and level of responsibility.
4. Work Activities
This piece of a job description details the specific tasks and activities in which the worker is involved. Since this list can be quite long, tasks are often organized into meaningful chunks of similar activities. The categories can be based on intellectual differences (manual and intellectual tasks), technological differences (tasks requiring similar equipment and tools), divisional differences (tasks performed in, or for, different areas or departments), or another logical system specifically related to the position.
5. Performance Expectations
This section details expectations of performance relative to departmental and organizational standards of productivity. Performance expectations can be organized according to the type of work activities, as defined in section four above, or they can be listed according to their level of importance.
6. Remuneration/Compensation and Benefits
This section of a job description is merely for legal purposes. It lists the method, frequency, and amount of compensation as well as any potential variable compensation components. If the compensation amount is based on experience, it is critical that the description define what elements are evaluated when determining pay grades and positioning within the range. The final information specifies whether the position is exempt or non-exempt and if the individual holding the position is eligible for benefits.
7. Job Competencies
The final segment is arguably the most important component of a job description. The job competencies section, often referred to as KSAO’s, describe the knowledge, skills, abilities, and other characteristics necessary to be successful in the job. This part is used by prospective candidates to determine if one has the necessary experience and education to qualify for the position, and it is also used by hiring managers to weigh candidates’ levels of competence in relation to other applicants.
Questions you need to answer
What work is available?
How is performance measured?
What is expected of you?
How long do you need this service?
All people do not need to work at the same time on-site, in the field, or other locations.
Who provided this requirement?
How was the requirement calculated?
Is this work possible over the Internet?
What kind of education and training are you offering beyond that which is available at http://www.qureshiuniversity.com?
What did you understand after reading these facts?
Here are further guidelines.
|What is Human Resources Management?|
|What is a Human Resources Audit?|
|What should you do if a person is not able to answer relevant questions?|
|Annual Performance Report|
|Annual Confidential Report (ACR)|
What is on the list of all professions?
|Addresses, Phone Numbers and E-mail of State Governors|
What questions should the director of each of these departments be able to answer? |
What are the duties of this work?
|Director of the state department of agriculture and food sciences|
|Director of the state department of emergency management|
|Director of the state department of economy and budget.|
|Director of the state department of engineering.|
|Director of the state department of electricity.|
Director of the state department of education.
|Director of the state department of defense.|
Director of the state department of food and supplies
|Director of the state department of health|
|Director of the state department of housing and development|
|Director of the state department of higher education.|
|Director of the state department of human resources|
|Director of the state department of human services|
|Director of the state department of information and broadcasting.|
|Director of the state department of industries.|
|Director of the state department of mechanical engineering.|
|Director of the state department of police|
|Director of the state department of planning and development.|
|Director of the state department of textiles.|
|Director of the state department of telecommunications.|
|Director of the state department of transportation.|
|Director of the state department of water.|
|Economy and Budget|
|Health human resources|
|High school teacher|
|Human resource management|
Internet and state department of human resources
How has the Internet changed the way work is done?
|New workers requirement in state|
|Police Patrol Officers|
|Police Communications Operator|
|State Dpartment of Human Resources|
|State department of Emergency Management|
|State department of economy and budget.|
|State department of Police|
|State department of defense.|
|State department of water.|
|State department of electricity.|
|State department of textiles.|
|State department of telecommunications.|
|State department of transportation.|
|State department of planning and development.|
|State department of information and broadcasting.|
|State department of industries.|
|State department of mechanical engineering.|
|State department of higher education.|
|State department of human resources.|
|Workplace Conflict Resolution: Managing Your Human Resources|
|Workers performance enhancement|
|To be updated|
|North American States|
|North American States|
North American States
|British Columbia (BC)|
|New Hampshire (NH)|
|New Jersey (NJ)|
|New Mexico (NM)|
|New York (NY)|
|North Carolina (NC)|
|North Dakota (ND)|
|New Brunswick (NB)|
|Newfoundland and Labrador (NL)|
|Northwest Territories (NT)|
|Nova Scotia (NS)|
|Prince Edward Island (PE)|
|Rhode Island (RI)|
|South Carolina (SC)|
|South Dakota (SD)|
|West Virginia (WV)|
|Andaman and Nicober Islands|
|Bosnia and Herzegovina|
|Chukotka Autonomous Okrug|
|Daman and Diu|
|Dadra and Nagar Haveli|
|Korea - North|
|Korea - South|
|NCT of Delhi|
|United Arab Emirates|
|Yamalo-Nenets Autonomous Okrug|
|Central African Republic|
|Democratic Republic of the Congo|
|Republic of the Congo|
|São Tomé and Príncipe|
|New South Wales|
|Acre (Asif Province)|
|Buenos Aires Province|
|Santa Fe Province|