1、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一、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变革的进程（社会的进步、变革的进程（社会的进步、技术的发展）技术的发展）个体职业社会化、多元化的人个体职业社会化、多元化的人生目标、对个体成功的日益关注生目标、对个体成功的日益关注二、成功人生的关键二、成功人生的关键 资源：时间资源、知识资源、资源：时间资
2、源、知识资源、人际关系资源、人际关系资源、健康资源、金钱资源、健康资源、金钱资源、能力资源能力资源 资源的有效整合与准确评估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源整合的不有效三、为什么说职业生涯规划先要三、为什么说职业生涯规划先要从认识自我开始从认识自我开始Freud的意识理论Holland的人格类型论意识潜意识弗洛依德的意识论弗洛依德的意识论冰山水面HollandHolland人格类型论人格类型论实际型研究型艺术型社会型企业型传统型 现实型现实型（顺应的、具体的、老实的）研究型研究型（分析型的、指挥的、探究的）艺
3、术型艺术型（想象的、独白的、情感性的和无秩序的）社会型社会型（社交性的、爱帮助他人和善解人意的）企业型企业型（冒险的、精力充沛的、社交性的和自信的）常规型常规型（守规则的、慎重的、自制的、顺从的）四、自我认识的重点及如何四、自我认识的重点及如何认识自我认识自我胜任力胜任力?67%33%情绪智能（情绪智能（Emotional IntelligenceEmotional Intelligence）有效管理自我与人际关系的能力有效管理自我与人际关系的能力五大情绪胜任力五大情绪胜任力 自我意识自我意识自我意识自我评价自信心自我调节自我调节自我控制可信赖良心创新适应性激励激励成就趋力承诺主动性乐观主义共
4、情共情理解他人发展他人服务多样性社交社交影响力沟通冲突管理合作团队领导成就欲成就欲人际关系能力人际关系能力分析能力分析能力 热情热情 沟通沟通 好奇好奇 领导欲领导欲 分析能力分析能力适应能力适应能力团队精神团队精神五、职业生涯规划采取的原则五、职业生涯规划采取的原则 基本原则：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：重要的环节：对整个环境进行合理分析 发展的途径：发展的途径：双重路径 平衡的关键：平衡的关键：对整个环境进行合理分析1.1.环境环境2.2.行动行动3.3.胜任力胜任力4.4.价值观、信念、假设价值观、信念、假设5.5.自我认知自我认知6.6.对人生意义的认
5、识对人生意义的认识六、求职的两个关键六、求职的两个关键 个人简历与面试个人简历与面试撰写一份高水准的简历高超的面试技巧一大疑惑？一大疑惑？需不需要写一份求职信？个人简历（个人简历（RESUME）基本资料 学习活动 社会活动 特别技能 基本信息（信头）求职目标（J.O）正文（简写格式一致）撰写简历的注意点撰写简历的注意点 注重实用，避免花哨注重实用，避免花哨 注意简练，避免罗嗦注意简练，避免罗嗦 强调个性，避免张扬强调个性，避免张扬如何避免简历不落俗套如何避免简历不落俗套 我对我对.非常感兴趣非常感兴趣 随信附上简历，供您参考随信附上简历，供您参考 我认为我觉得我认为我觉得.我精力充沛我精力充沛
6、 请查收简历请查收简历 薪金待遇可以协商薪金待遇可以协商 期待您的回复期待您的回复 请接受我的简历请接受我的简历面试中应注意的其他几个问题面试中应注意的其他几个问题 不要羞于提问不要羞于提问 不要在首次面试时急于主动涉及薪酬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不要泄露证明人的信息 多使用积极、正面的词语多使用积极、正面的词语 多进行目光的交流多进行目光的交流特别建议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七、毕业生常出现的心理困惑七、毕业生常出现的心理困惑及解决方法及解决方法 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
7、手势提问、复述或笔记。实现有效沟通实现有效沟通增强自信心的方法增强自信心的方法 认清是信心的危机还是能力的危机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对内心的自我否定进行抨击 循序渐进地进行反馈循序渐进地进行反馈 尝试着主动去做尝试着主动去做八、热门的职业及就职后的其八、热门的职业及就职后的其他问题他问题 现在的热门职业现在的热门职业 未来未来10年的热门职业年的热门职业 进入职场后的其他问题进入职场后的其他问题全国主要人才市场全国主要人才市场2002.7/8分析分析人才市场人才市场人才需求数量人才需求数量求职人才数量求职人才数量南方人才市场南方人才市场599530952深圳人
8、才市场深圳人才市场54435175690西安人才市场西安人才市场1107230216成都人才市场成都人才市场735816820宁波人才市场宁波人才市场886615046武汉人才市场武汉人才市场685816838青岛人才市场青岛人才市场1853060000市场市场需求专业排列需求专业排列南方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青岛营销
9、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（全国主要人才市场行情（2002.7/8）未来未来10年我国需要的人才类型年我国需要的人才类型 会计类：会计类：尤其是熟知专业业务和国际事务 法律类：法律类：尤其是房地产律师 电脑类：电脑类：尤其是程序设计、网管专家 环保类：环保类：工业卫生学者、生物学者 保险类：保险类：保险专业并通晓其他专业的估价员 推销类：推销类：证券及金融、通信设备的业务代表 人事类：人事类：人才市场经理、测评专家、人事经理 旅游业：旅游业：知晓旅游与管理的人才未来未来10年我国需要的人才类型年我国需要的人才类型 咨询服务类：咨询服务类：融经济、金融、统计、计
10、算机等于一体的通才 个人服务类：个人服务类：熟知护理学的家庭服务员 公共关系类：公共关系类：高素质的公关人才 社会工作类：社会工作类：心理咨询医生、家庭或社会现象研究专家CreditRiskManagementEnhancingYourBottomLineEbrahimShabudinManagingDirectorDeloitte&ToucheLLPTheAFP23rdAnnualConferenceNewOrleansNovember3-6,2002CreditBackground Thoroughidentificationandaccuratemeasurementofcreditri
11、sk,supportedbystrongriskmanagementcanhelpimprovethebottomline.Anuncertainandvolatileeconomicenvironmentsignificantlyimpactsthisability.ThedesiretogrowandturninoutstandingresultshasatendencytoputpressureonthechecksandbalanceswithinbusinessesValuePropositionCreditplaysacriticalrolein“selling”productsa
12、ndservices Expandsrevenueopportunitieswithcreditworthy,incrementalcustomers UtilizesinnovativestructurestosupportbusinessrelationshipsEffectivecreditriskmanagementlimitscreditlossesandprovidesstablecashflowsandearnings MarketplacerewardscompaniesexhibitingearningsandcashflowstabilitywithhigherP/Emul
13、tiples Marketplacepenalizescreditinducedvolatilityand“surprises”RaisesquestionsaboutqualityofmanagementCorporateCreditRisk Companiesareexposedtosignificantlevelsofcreditriskemanatingfromdifferentsources AccountsReceivables OtherNotesReceivables BuyerandFranchiseFinancing WithRecourseFinancing Projec
14、tFinance StructuredTransactions LeaseswithRecourse DerivativesExposures FX,InterestRateRisk,Commoditiesetc.CollateralRisk ParentorThirdPartyGuarantees CommercialandStandbyLettersofCredit NotealsothatCriticalSupplierstothecompanymayposespecificcreditriskDSOImpactanexampleCreditasaFacilitator Creditri
15、skmanagementisimportant Creditisafacilitatorofbusinessgrowthandperformance Highbusinessmarginstendtoattractlowerqualityclientsandthereforehigherriskprofiletomanage Clients(buyers)maybeconcentratedinselectedindustriesandprovidelimitedportfoliodiversificationopportunity Poorcreditriskmanagementresulti
16、nginnegativeimpacttobottom-lineisheavilypenalizedbymarketsCreditStrategy&RiskToleranceuSpecific Quantifiable ObjectivesuManagement Review MethodologyCredit Objectives and Risk TolerancesCredit PoliciesCredit Risk Management ProcessesImprove ProfitabilityReportingCredit Strategy/PlanCommon Performanc
17、eMetricsuCredit Strategy Statement and Risk ToleranceuCoordination with Business PlanThebusinessstrategiesandobjectivesdrivetheestablishmentofcreditpoliciesandprocedures.Measurementandreportingaswellastheuseofcurrenttechnologiesenhancecreditdecision-makingandimproveriskmanagement.Theentireprocessisc
18、ontinuallyre-evaluatedandimproved.CreditRiskAreastoConsiderCreditPolicyCreditApprovalAuthorityLimitSettingPricingTermsandConditionsDocumentation:ContractsandCovenantsCollateralandSecurityCollections,DelinquenciesandWorkoutsExposureManagement Aggregation ControlPeriodicAccountReviews Payments/Aging C
19、reditConditionCompliancewithCovenants,TermsTechnology/Reports Transactions/Bookings Risk-adjustedReturnuCreditnCreditScoringandRatingsOrigination/AssessmentAdministrationMonitoring/ControlRiskManagementnInstrumentsorMethodsValue CreationBusiness Performance MeasuresOrganizations need a rigorous set
20、of measures to support continuous improvementPerformance-basedmanagementutilizesmetricsthatmeasureactualperformanceagainstpredeterminedthresholds.Thethresholdsareestablishedtakingintoaccounttheorganizationsstrategy,operatingenvironmentandprocesscontrols.Themeasuresdrivevaluecreationandshouldsupportp
21、roblemidentificationandcorrection.nBusiness StrategySystemsOperationsFinancePerformanceManagementSales channelsContracts&DocumentationCredit analysisCredit limitPricing&termsCredit AnalysisCredit DecisionsCollectionsCREDIT POLICYCollateral acceptancePortfolio managementFinancial analysisDisposal/Ris
22、k mitigationCollateral managementCustomer managementExposure measurementManagement reportingExposure aggregationRecoveriesCredit scoringRisk ratingRISK MANAGEMENTCredit Risk Managements Inter-related ActivitiesComplianceOriginationReportingTransactionsCreditPolicies&ProceduresAnalysis&RiskManagement
23、Governance,ControlandImplementationMeasurementMethodologiesTechnology&DataIntegrityCreditStrategy&RiskToleranceAcompleteandcoherentriskmanagementframeworkcontainsthefollowingelementsCreditRiskManagementReassessment Credit Strategy&Risk ToleranceANewParadigm Anewbusinessparadigmhadevolved:causingalac
24、kofrelianceongoodfundamentalanalysis Theideathatstockmarketvalueswouldcontinuetogoupindefinitely Increasinglycompetitive,complexandvolatilemarketplace Higherthanexpectedactualdebtburdens Extensiverelianceonunrealisticfuturecashflows Failuresincorporategovernance Questionablepersonalandcorporateethic
25、sImplicationsforCorporateGovernance Currentorganizationstructurestoberevisited Clarityaroundrolesandresponsibilities Needforhonesty,integrityandindependence(self-regulation)Technicalexpertiseofpeopleandstrongmanagementprocesses Improveddisclosurerequirements Importanceandimplementationofsanctions In
26、creasedlegislationandcompliancerequirementsRisk Identification,Origination,Credit Administration,etc.Risk Identification,Transaction Structuring,Approval&Pricing Decisions,Reserving,etc.Portfolio Risk Concentration,Risk Based Limits,etc.Pricing decisions,Performance measurement,business and customer
27、 segmentation,compensation,etc.A business model view of Credit Risk Infrastructure componentsCreditRiskManagementStrategicVisionDevelopmentStages FoundationStageincludesapplicationofriskidentificationmethodologies,riskscoringorratingsystemsandstrongunderwritingstandards BasicStagetendstoincludemanag
28、ingonatransactionalbasisbyevaluatingspecificattributessuchasstructuring,collateralandpricing AdvancedStagerepresentsmanagingonaportfoliobasisincludingaspectssuchasconcentrations,correlationsanddiversification TheSophisticatedStageincludesapplicationofhighlydevelopedmeasurementtechniquesfortransactio
29、nsandportfolios,supportedbydecision-makingrelatingtosegmentsorbusinessesagainstestablishedhurdlerates.CreditRiskClarifiedBusinesseshavetocontendwithExpectedandUnexpectedLossesExpectedLosses Anticipated Costofdoingbusiness Chargedtoprovisions Capturedinpricing RelativelyeasiertomeasureAssessingexpect
30、edlossincludesdeterminingexposure,defaultprobabilityandseverityUnexpectedLosses Unanticipatedbutinevitable Mustbeplannedfor Coveredbyreserves Allocatedtobusinesses DifficulttomeasureAssessingunexpectedlossrequiresmakingqualitativejudgmentsaroundpotentialvolatilityofaveragelossesCreditRiskManagementE
31、xplained Althoughcreditriskmaybedifficulttomeasureitisimportanttoestimateandmanage WhatdoesCreditRiskManagementmean?Itrepresentsaninstitutionsabilitytoproperlyidentifyandevaluatethepotentialriskofdefaultinpaymentofobligationsofcustomers Itincorporatesthefirmsabilitytoeffectivelymanageandcontrolthise
32、xposureinawaythatisconsistentwiththeinstitutionsbusinessstrategy,riskappetiteandcreditcultureImportantBuildingBlocks EffectiveCreditRiskManagementrequires Clearoriginationandunderwritingstandards Astrongcorporateandcreditculture Highlydevelopedriskmeasurementtechniques Abilitytorecognizeandcoverexpe
33、ctedandunexpectedlosses Pricingcommensuratewithrisksundertaken Methodologiestoassessnetprofitcontributionsbycustomersandappropriatebusinesssegments Properallocationofcapitalandmanagementresources Inorderto:Improveoverallcorporateperformance,measuredbyahigherEPSorP/Eratio(ormarketvalue)CreditPolicyan
34、dProcess CreditPolicyshouldbeclearandconcise CreditUnderwritingStandardsmustbedevelopedandincludedinpolicy CreditProcessesshouldbereasonableandallowquickresponsetoclients HealthybalancebetweensalesandcreditapprovalshouldexistandberespectedRiskMonitoring Exposuremustbecompleteandcurrent Regularreport
35、ingandupdatingofclientspaymentperformance Minimumannualreviewsofclientsshouldbeperformed Financialconditionsshouldberegularlyassessed RequiredactionmustbeinitiatedandfollowupmusttakeplaceContractTermsandDocumentation Contractnegotiationsmusttakeplaceattherightlevelintheorganization Appropriateapprov
36、alsmustbeobtained Internalorexternallegaldepartmentsmustdocumentcompletely Termsandconditionsshouldbeunderstoodandcompliancemechanismputinplace ExceptionsmustbereportedandmanagedurgentlytoresolutionRiskRatingSystemEffectivenessCreditScoringisgenerallyusedto“riskrate”homogeneousportfoliosHighestappli
37、cabilityisinconsumerandretailportfoliosSomeadvancedscoringsystemsarebeingmigratedforuseinrating“middlemarket”clientsSuchmodelsareonlyasgoodastheunderlyingassumptionsInternalcreditratingsystemsaredifficulttoassessandareoftennotindependentlyvalidatedClientrelationshipmayinterferewithobjectiveassessmen
38、tofrisksRatingcriteriausuallyamatterofpracticeratherthanwrittenpolicyRatingsarenotconsistentovertimeQualitativecreditassessmentsoftenlagcurrentmarketinformationInstitutionsoftenassume amappingwithexternalratingsinordertoquantifycreditriskEffectiveRiskRatingSystems Sufficientgranularityofriskratingca
39、tegories Accurateandtimelyassignmentofratings Clearandconsistentapplicationofdefaultdefinition Periodiccalibration,triangulationandvalidationofriskratings Accurateidentificationofmigrationoftransactionsandportfolios(asreflectedbyupgradesanddowngradesinratings)CreditEvaluation:FinancialFactors Getthe
40、informationyouneedtomakeafullanalysis Someinformationwillneedtobecross-checkedandobtainedonaregularandtimelybasis Beconstructivelycynical:newbusinessmodelsaredifficulttopulloff Becognizantofdelayingtactics Numbersdonttellthewholestory!CreditEvaluation:QualitativeFactors Evaluationofsubjectivefactors
41、isoftentimesmoreimportantthanthenumericalanalysis Peoplemakeabusiness:visions,valuesandstrategiesareonlywordsunlesspeopleimplementthem Management,industry,product,geography,competitionetc.allinfluenceresultsandmustbeproperlyassessed Analysis-paralysismayleadtowrongdecisionsArtandScienceofJudgment Ge
42、ttingaccesstothebestclientsandalltherelevantinformationisachallenge Ensuringproperanalysisisdonerequiresastrongcorporateculture Utilizingqualifiedresourcesbothinternallyandexternallyenhancestheresults OftenthelackofthewilltoactiswhatcauseshighlossesConcludingComments Companiesthatmeasureandmanagecre
43、ditriskinapro-activemannerwillbenefitfromafavorableriskprofileresultingin Higherrevenue Lowerlosses Improvedefficiencies HigherEPS,P/EratiosandmarketvaluesConcludingCommentsRisk Assessment and Limit ManagementCredit Infrastructure and Portfolio ManagementCredit Analytics SupportCredit Technology Ena
44、blement Credit Quality Credit Underwriting Risk Rating System Effectiveness Counterparty and Portfolio Limits Organizational Structure Policies and Procedures Technology Selection and Implementation Problem Asset Management Risk Rating Calibration Transaction Pricing,Structure and Support Default Pr
45、obability and Recovery Calibration Credit Reserve Methodology Risk Based Pricing Models Risk Adjusted Return Analysis Portfolio Value Measurement Credit Risk Measurement Credit Performance ScorecardsAppendix:BusinessProposalChecklist BusinessProposalSummary Customer,Rating,LegalStatus,LineofBusiness
46、 Guarantor,ifanysame Collateral,ifanytruevalueexplained OtherSupport,ifany.Legalormoralonly TheTransactionrisksandmitigation Amount,purpose,termsandconditions Sourcesofrepaymentclearlyidentified ClientpaymenthistoryandrelationshipAppendix:BusinessProposalChecklist RationaleandAnalysis Customer,Guara
47、ntor,Collateral,Support FacilityDescription Amount,purpose,tenor,pricing,terms,conditions,covenants,restrictionsetc.Consideraffectonabovee.g.newleverage FacilityRating?RepaymentCapacity Futurecashflow,conversionofassetsetc.ConsistencywithCreditStrategyandPolicy Confirm,andidentifyanyexceptionstopoli
48、cy,underwritingstandards,orprocess RiskadjustedreturnacceptabilityAppendix:BusinessProposalChecklist ClientRelationship Businessstrategy:increase,maintainordecreaseexposureorexitrelationship Considerrelationtorating,latestriskprofileandpaymentperformance Customerprofitability:riskadjustedreturn,reve
49、nue,fees,directandallocatedcostsetc.AnyconflictsofinterestorspecialconcernsAppendix:BusinessProposalChecklist MacroAnalysis BusinessEnvironmentReview Customerscompetitivemarketpositionandfutureindustryprospects:size,cycle,volatility,newentrants Strengthofcustomersbusinessandfinancialstrategies Manag
50、ementEvaluation:competency,experienceandeffectivenessAppendix:BusinessProposalChecklist CustomerAnalysis Companyhistory,background,objectivesandperformance Relevanceandstrengthoffuturebusinessplans Considerseasonalityandscenarioanalysis Primaryandsecondarysourcesofrepayment Historicalfinancialcapaci
