How to Conjugate Nourrir (to Feed) in French

The most effective method to Conjugate Nourrir (to Feed) in French In the event that you can recall that it likewise intends to sustain, you canâ associate the French verbâ nourrirâ with to take care of. Its additionally critical to recollect that its diverse fromâ manger, which intends to eat. The essential contrast is thatâ nourrirâ is commonly utilized when taking care of another person, not really eating food yourself. Alongside remembering the word nourrir, youll additionally need to know its conjugations. This exercise will acquaint you with the most essential of those so you can make statements like I took care of and we are taking care of. The Basic Conjugations of Nourrir Legitimate French punctuation requires action word conjugations so the action word might be utilized to frame total sentences. The most widely recognized conjugates are in the demonstrative state of mind, which let you expressâ nourrirâ in the present, future, or defective past tense. Nourrirâ is aâ regular - ir action word. This implies it follows a moderately normal conjugation design found in French. In the event that youve examined action words likeâ reunirâ (to reunite)â orâ punirâ (to rebuff), you can apply similar endings you learned for those to this action word. In any conjugation, its essential to distinguish the action word stem (or radical) before whatever else. Forâ nourrir, that isâ nourr-. From that point, youll include another completion for each subject pronoun inside each strained. The diagram will assist you with realizing which closure is required. For instance, I am taking care of isâ je nourrisâ and we will take care of isâ nous nourrirons. Present Future Blemished je nourris nourrirai nourrissais tu nourris nourriras nourrissais il nourrit nourrira nourrissait nous nourrissons nourrirons nourrissions vous nourrissez nourrirez nourrissiez ils nourrissent nourriront nourrissaient The Present Participle of Nourrir Likewise with all standard - ir action words, the current participle of nourrir is shaped with a - issant finishing. This delivers the word nourrissant. Nourrirâ in the Compound Past Tense The compound past tense in French is theâ passã © composã ©. It requires theâ past participleâ nourriâ along with an assistant action word, in this case,â avoir. Start by conjugatingâ avoirâ into the current state to coordinate the subject, at that point attachâ nourri. This outcomes in mixes such asâ jai nourri (I took care of) andâ nous avons nourriâ (we took care of). Progressively Simple Conjugations of Nourrir While you can learn progressively complex conjugations, a couple of increasingly straightforward structures ofâ nourrirâ will balance this basic exercise. Theyre valuable in a couple of various conditions and can truly assist your French jargon. The subjunctiveâ is an action word mind-set that suggests vulnerability to the demonstration of feeding. The conditionalâ says that the activity will just occur under specific conditions. Despite the fact that you may just locate the scholarly tenses ofâ the passã © simpleâ andâ the defective subjunctiveâ in composed French, they are still acceptable to know. Subjunctive Restrictive Passã © Simple Blemished Subjunctive je nourrisse nourrirais nourris nourrisse tu nourrisses nourrirais nourris nourrisses il nourrisse nourrirait nourrit nourrã ®t nous nourrissions nourririons nourrã ®mes nourrissions vous nourrissiez nourririez nourrã ®tes nourrissiez ils nourrissent nourriraient nourrirent nourrissent Theâ imperativeâ is the one time in French action words when its alright to skirt the subject pronoun. When utilizing it, don't hesitate to simplifyâ tu nourrisâ toâ nourris. Basic (tu) nourris (nous) nourrissons (vous) nourrissez

The Curse of her Beauty Essay Example | Topics and Well Written Essays - 750 words

The Curse of her Beauty - Essay Example The lady's opposing appearance is passed on through a progression of comparisons. She is old as sea yet youthful as mornings. Despite the lady's conflicting appearance (which appears to anticipate equivocalness), the spectator takes extraordinary thoroughly enjoy her. Bug exemplifies the magnificence of the land through the lady's qualities (That saw excellence stroll on the breeze and the ocean). He discusses nothing more about the lady other than her physical magnificence. Much like the writer, traveler know about simply what meets their eyes (the land's physical excellence), which is identical to the lady's physical appearance. The Caribbean is known to pull in vacationers with its lavish vegetation and gentle atmosphere. Notwithstanding, Roach calls attention to the land's tricky enchantment of the land's excellence. Truth be told, the land's excellence pollutes its actual picture. As opposed to perceiving the truth about the land (a spot persevering through the damaging lashing of the ocean shower), the writer is tempt and inebriated by kisses that cause him to imagine a delightful goddess (Love colored that shore). As he understands the goddess' actual terrible side, the artist discovers that there is more than what meets the eye. Reality calms the writer. He is not, at this point inebriated by the excellence of the land. ... In The Odyssey by Homer, Sirens attracted mariners with their sweet mesmerizing tunes. Their melodies degraded mariners from their cautious excursions and made them crash their boats into the stones. In its endeavors to bait and trap unwary eyewitnesses, the land delivers an appealing lady who is like the alarms. Generally, the lady is the land. Typically, Roach utilizes the land as a similitude for the battle between Eurocentric authority (strength) and Caribbean autonomy (Jennings 25). The proof of strength is appeared in the primary refrain. The trees are emblematic of the Caribbean individuals who persevered through much maltreatment from the Europeans (lashing ocean splash) however stayed solid. As an islander who had to comply with European examinations (Breiner 113), Roach utilizes models from his investigations (the alarm coast; beguiling Sirens from Homer's Odyssey). Moreover, Roach battles with the character of the land (appeared in the irresolute perspective on the lady or land). In doing as such, he reviles the historical backdrop of the land while recognizing its unquestionable excellence and his affection for it. At long last, the sonnet makes a round trip (back to the start) where the he considers the devastatingly obvious picture of the shore. The main distinction currently is that remainders of his affection go with the brutalities of the lashing ocean shower. Works Cited Breiner, Laurence A. An Introduction to West Indian Poetry. New York: Cambridge University Press, 1998. Jennings, Lisa Gay. Renaissance Models for Caribbean Poets: Identity, Authencity and the Early Modern Lyric Revisited. MS Thesis. Florida State University, 2005.

Clarice Lispector’s Women Characters Essay Example for Free

Clarice Lispector’s Women Characters Essay I sat before my glass one day, Furthermore, invoked a dream exposed, In contrast to the angles happy and gay, That erst were discovered reflected there- The vision of a lady, wild With more than womanly despair.[1] The Italian women's activist essayist Elsa Morante expressed that: â€Å"One woman’s distress in her room is something so irrelevant that it throws no shadow over the incredible universe†[2]. Anyway obvious this may be, Clarice Lispector figures out how to offer voice to her female character’s emotions in a such overpowering manner that the reader’s own universe can't stay apathetic. Perusing Lispector’s works, particularly her short stories, resembles diving into a clearly harmless snapshot of a woman’s life yet quickly and unavoidably be hauled into the inaccessible profundities and the darkest openings of her brain science. It never ends up being a just joy trip. Impacted by existentialist creators, Lispector’s abrogating concern spins around lady condition in its entirety[3]. It is an unquestionably mind boggling and multi-faceted issue, which envelops all the issues of the human condition exasperated by the womanhood’s loads. Close by with the intolerable mindfulness towards the ridiculousness of life and its uncovered absence of significance, the author needs to manage the job of the ladies in a male arranged society, their existential sufferings and disappointments, the feeling of connections and disengagement, their unfulfilled desires offered up to fit in with a forced social plan, the thoughts of family and estrangement, their miserable expectations and accommodation. The peruser is provoked to ask himself: ‘to what degree is simply the lady permitted to be before turning into the typification of someone else’s aspirations?’ The idea of personality is in this way the rotate of this hypothesis: Clarice investigates the elements of self-disclosure, the extraordinary and consistently horrible manners by which her characters find or are compelled to confront their actual true self and the contention these accomplishments create in their life. In this article, I will give close consideration to the object of the mirror, a repetitive picture in Lispector’s fiction, where it possesses a key job during the time spent â€Å"autoconhecimento e expressã £o, contempla㠧ã £o e a㠧ã £o, conhecimento das coisas e rela㠧ã µes between subjetivas†[4]. In the thought of this point, I will draw on the mental speculations that clarified the marvel of visual self-distinguishing proof, featuring the correspondences in the conduct of the lady characters. I will likewise allude to the abstract analysis that took care of with the Lispectorian â€Å"potã ªncia mã ¡gica do olhar†[5]. At that point, I will concentrate on the scope of ladylike figures depicted in Laã §os de famã ­lia, calling attention to how they experienced the experience of mindfulness, what they share for all intents and purpose and where they are extraordinary. At long last, I will consider Clarice’s short article â€Å"Espelho mã ¡ gico†, which I saw as an especially important commitment to this investigation and a kind of locking ring to this paper. Let’s start by thinking about the leitmotif of the mirror and the significance of sight. To attempt to unfurl the abundant polysemic implications that the mirror bears, it is worth quickly thinking about it under a psychoanalytic perspective. A few are the flows that recognized the mirror to be one the most amazing asset during the time spent the examination and distinguishing proof of oneself. Jaques Lacan speculated the well known idea of the â€Å"mirror stage†: the youngster begins to relate to the impression of itself, recognizing the â€Å"I† in the mirror and the â€Å"I† outside the mirror. Alongside OLTRE!!! The recognizable proof, be that as it may, comes the feeling of distance, because of the impression of the perfect representation as an Other self. Encountering this parting, the subject continues looking through a steady affirmation of its personality from/by/in the showdown with others and articles. By the visual contacts, as a kind of assor tment of mirrors, the feeling of selfhood can be fortified by returned looks of recognition[6]. The possibility that the individuals collaborating with the subject go about as mirrors for itself has additionally been validated by Charles Horton Cooley. He went further and propelled the social mental idea of the mirror self, as per which ‘identity is made out of the pressure between common motivations that the individual should effectively create and the social structures that the individual should effectively appropriate’[7]. He calls attention to that there are three phases through which an individual goes: she/he envisions how she should appear to other people, she/he envisions the judgment of that appearance, she/he builds up her/him self through the decisions of others[8]. Yet, what happens when the social structures build up a diffused and oppressing arrangement of decisions and predisposition that profoundly meddle with the declaration of the individual driving forces? The outcome is profound control of somebody’s own self, where abstemiousness inclinations generally win as a trade off between the two pressures. This is really what happen to Clarice’s ladies characters. At the point when they look in the mirror, they see (or impression) themselves how they genuinely are, yet additionally how they are not permitted, or don't set out, to be. This social molding is unmistakably summed up by John Berger: ‘To be brought into the world a lady has been to be conceived, inside an apportioned and kept space, into the keeping of men. The social nearness of lady has created because of their resourcefulness in living under such tutelage inside such restricted space. In any case, this has been at the expense of a woman’s self being part into two. A lady should persistently watch herself [†¦] in light of the fact that how she appears to other people, and at last how she appears to men, is of urgent significance for what is typically thought of as the accomplishment of her life’[9] Remembering these ideas, let’s now dive into the ladylike universe of Laã §os de famã ­lia. The primary angles to comment is that Lispector’s characters are never cliché ladies. They can't be encased in any womanly clichã ©, regardless of whether they share similar encounters and they now and again appear to be features of a similar individual. Clarice acquaints the peruser with various ladies, or again various stages in life of just one: girl, pre-adult, spouse, special lady, mother, grandma. Enthusiastic separation is one of the thing they share for all intents and purpose. They all demonstrate unsolvable powerlessness to interface with others in a profound and important manner. Despite the fact that being available and even genuinely near their families, they are not sincerely present in the connections. They separate, both encountering enthusiastic desensitizing, both controlling their own actual inclination. In addition, they don't locate a dependable conversationalist in their accomplices or companions, in light of the fact that the picture that the last venture on them is twisted and restricted to the job they unwittingly or not force on them. As already delineated, the accomplishment of self-personality requires an exchanging dialogical acknowledgment between one I and one other that recognize that I as a whole[10]. Clarice’s ladies are disregarded. All things considered, in any event, when they appear to live the personality they have been given (hence acting naturally disavowal), their actual internal identity, their genuine subjectivity unexpectedly blasts out. There is a sort of fil rouge that pools all the short stories: the story core is spoken to by a snapshot of conflictive strain, an inside emergency, a break. Now and again, it is adequate the most frivolous occasion to trigger a revelation, a moment of emotional mindfulness. Everything that has been kept stifled detonate in a surge of contemplations, memories and disclosures. The body suddenly incapacitates and time stops: life is uncovered, which means is lost, the proportion of character and opportunity are found. In any case, understanding is an obligation, and Clarice pushes her characters as far as possible. They hold tight the harmony between venturing back or going past: totally bewildered, they face the peril of living. With respect to point, Professor Earl E. Fitz clarifies that: ‘they understand themselves, with who and what they truly are and, at long last, respond to this suddenly experienced glimmer of knowledge by either dismissing the â€Å"new self† that would rise or by really attempted the formation of another self, another and bona fide personality. [†¦] But the cost of genuine opportunity is in every case high and shows up in Lispector’s fiction as the discomforting and solipsistic acknowledgment that we are in solitude, disconnected in our isolation, and tormented by the need to communicate’[11]. Revelations, distance and incommunicability show close affinities with the artistic world delineated by Sartre and Camus. The experience of the inner voice with the truth, all the more explicitly with the experience of the Absurd and the feeling of pointless of life, consistently create disquiet in the heroes. Regardless of whether Lispector has affirmed that her naã ºsea isn't the nausã ©e of Sartre[12], the epiphanic minutes are related with upsetting emotions: sickness and shock in Amor, outrage in Feliz Aniversã ¡rio, contempt in O bã ºfalo, dread in Preciosidade, queasiness and pity in Devaneio e embriaguez duma rapariga ,sickness and confusion in Imita㠧ã £o da rosa. Additionally, Lispector’s characters experience these oblivious upheaval by means of their feeling of sight, correspondingly to Sartrian heroes. In Amor, Ana’s reality unexpectedly self-destructs with the basic perspective on a visually impaired man biting a biting gum on the cable car. The abrupt slowing down of the cable car resembles a pull to her inner mind, the detonator of her subdued despondency and her existential in-fulfillment. The lady feels a passionate breakdown, s

Spanish Piece on Youth Fashion Essay Example for Free

Spanish Piece on Youth Fashion Essay The twentieth century is known as the era of the mechanical age, the innovation is available in the lives of the individuals who live in this century, gadgets, for example, PCs, mobile phones, computerized cameras or terms as the Internet and interpersonal organizations are extremely normal and incredible significance in our lives. In any case, the style is significant for individuals of twentieth century, the design became related and changing as indicated by various urban clans. Enrollment of these gatherings is apparent in the belief system, music, way of life and appearance. The utilization of specific brands of dress, the utilization of specific things or hues, particular state of the hair, cosmetics distinguishes the different clans. Well were going to discuss urban clans. The Emo, color their hair red, gold or purple wharfs, wear their hair extremely smooth to cover one eye or the whole face. Their garments inclines towards dull hues, ideally dark. The shirts are for the most part of littler size than ordinary and shifted impressions. The dark eyeliner and lip piercings are additionally trademark highlights. The utilization Floggers bolts and long hairdos with blasts that will cover their half of the face, and ladies cosmetics with solid hues. The look is finished with thin fit pants, low profile shirts and coats, all brilliantly shaded tennis shoes, caps, crowns, and enormous shades. The Darks are youngsters who dress in dark, frequently wear garments of highborn style of times past. They wear crosses, rings and pendants concerning bats, skulls and creepy crawlies. Cosmetics their face to look paler and painted her lips and nails dark. The punk is definitely not an ongoing pattern. His hair is molded like a pointy edge and colored in splendid hues like red and purple, utilize a little torn pants and coats or cowhide Jean pointy and sparkling frill called taches. They paint their nails dull hues. The rappers and canis use soccer groups caps. Use shoes, like to utilize the tabs released and out. They wear warm up pants, normally are wide, similar to shirts or sweatshirts. The Otakus like to dress like a character in the kid's shows, particularly the eastern anime.

The Value of Higher Education

Ruben Zamudio English 1 Section 1739 Dr. Garnica Assignment 1 The Value of a Higher Education As the ancestor for accomplishment in America since the 1970s, school is addressed increasingly more this age whether its height is basic for financial portability. What used to be viewed as the disintegrating power of class divisions has tragically become the explanation behind its stronghold. This disintegrating power does anyway give a charming picture of a superior existence with a higher procuring profession at hand.The unsteadiness of the nation’s economy has made it hard for understudies of low-pay class to gain admittance to schools and colleges and outperform the imperceptible obstructions that keep them away from accomplishing the American dream each resident has. One significant downside for access to advanced education can be centered legitimately around the country. Since the sad episode of 9/11, our nation’s spending towards protection has drastically expanded. I' m not catching that's meaning? Insufficient dollars are going towards what makes a difference most: education.The Bush’s administration’s 2007 spending plan proposed the biggest slice to government training subsidizing since the twenty-six years of presence for the Education Departmentâ€a loss of $2. 1 billion. This cut implied that schools and universities all through the country needed to contend like never before for appropriate subsidizing from the legislature, both at the state and government level. As assets are being taken from schools, battling understudies will just keep on battling, while understudies with cash and assets keep on including to the heritage that has gone before them.This data does exclude another financial part that has made it hard for understudies to get to advanced education, the ever-developing expense of school educational cost. â€Å"College educational cost has expanded 66% past expansion inside the most recent ten years, and 26% at private institutions†. Advanced education was taken a gander at to encourage the information on our nation’s residents, to grow and better what we had, yet because of the trouble of getting to, everything we keep on doing is increment the hole of class stratification.Gary Rhoades of the Center of the Future of Higher Education expressed, â€Å"Our current arrangement way, of proceeded with cuts in state support and proceeded with increments in educational cost will just expand the definition in the future†. This is an antagonistic pattern, as our country is in critical interest for progressively taught graduates and laborers, not less. However, policymakers keep on directing their concentrate away from expanding access to schools, and making it that a lot harder for understudies who battle as of now. On the planet we live in today, cash is the rationale and the drive.Elementary and post optional schools with a high property charge are two connected explanations b ehind the imbalance of instruction. Schools depend grand on property charge income utilizing as much as half for financing. A report done by Daphne A. Kenyon, a part at the Lincoln Institute, showed the connection of property expense and school subsidizing of seven states: California, Massachusetts, New Hampshire, Texas, Ohio, New Jersey, and Michigan, with â€Å"Massachusetts positions the most elevated and California the least, as indicated by the separate property charge alleviation and school financing standards introduced in the reports. This report partners itself with the most taught states in the nation, with Massachusetts being one of the most instructed and California being one the least. Giving you a thought how this wellspring of income really helps the understudies over the long haul, getting a higher caliber of instruction, as schools can purchase more materials for the homerooms, and pay for workshops which could improve educators. Instructive worth relies upon the i nstructive spending in understudies and establishments, as does the quality.This imbalance for understudies upholds class definition, as understudies who get better nature of educating all through their scholastic profession, will be more ready for schools and colleges and the workforce ahead. As these understudies leave a type of heritage behind them in their institute of matriculation, access for their youngsters will be simpler, as kids with guardians who’ve went to school are bound to go than those with guardians who have not. Lamentably for the individuals who get low quality training, their versatility will be restricted than what it ought to be, overlooking general salary as a factor.Students with lower pay have consistently trailed behind their well-to-do associates in school execution, not saying that they can't progress, yet the manner in which the framework is being worked against them. Colleges have become particular in their affirmation procedure, pointing toward s understudies with higher livelihoods, as they contribute and pay more than those with lower salary. A pattern that has kept on developing and bantered about is the acknowledgment of out-of-states understudies over in-states students.Populated states with tight advanced education financial plans have developed to depend on out-of-state understudies because of their higher educational cost installments to help support the schools. Another issue that colleges and foundations present is the organization scourge. A recent report has demonstrated that executives have become 39% per 100 understudies contrasted with educators, scientists, and other staff individuals, who have just become 18% per 100 understudies. Schools need more educators and specialists, not managers, who make a normal of $390,000 a year.This steers universities’ mission away from giving appropriate instruction and more and giving those in higher force more force. Full time teachers and scientists are being supp lanted, and don't have the opportunity to perform research to facilitate the progression of information. Notwithstanding the numbers flown around all over, what you win from a professional education is in actuality useful to an individual. Those with a post optional instruction will truly win a session 64% more than somebody with only a secondary school degree or a drop out ($1053 versus 638 earned a month). The acquiring hole in today’s society has been the most elevated since 1915, and in today’s economy, you have to have that steady pay to be prepared for whatever arrangements and laws and raises in charge rates that the nation may toss at you. So going to school will have it’s advantage, the vast majority of the occasions. In spite of the fact that accomplishing and finishing your post optional training, the work field won't generally promise you an occupation exclusively because of a degree.Post auxiliary instruction has taken it portion of hits from lawmak ers and policymakers, yet this ought not influence the entrance for understudies who are endeavoring to accomplish a superior future for themselves and potential families to come. In spite of, the exceptional rivalry that has developed, post optional is basic in the today’s world and a little rivalry is constantly solid. Our state and national government, just as schools and guardians need to comprehend the significance of post optional training for our people in the future, and must figure out how to rebuild our financial plans to enable understudies to prevail however much as could be expected.

Learning about Venture Capital (Nicolas El Baze from Partech Ventures)

Learning about Venture Capital (Nicolas El Baze from Partech Ventures) INTRODUCTIONMartin: Hi, today we are in San Francisco at Partech International with Nicolas. Nicolas, who are you and what do you do?Nicolas: Im a venture capitalist. We are fund that invests in the startups, early stage startups, in technology across the Atlantic, so Paris, Berlin, San Francisco.Martin: Can you name some of them? Maybe some of our readers know them.Nicolas: Well, we can go back in history and go back to Business Objects, a long time ago, we can go more recently, if we want a touch on a Berlin companies, for example Brands4Friends was an investment of ours, more recently La Fourchette in France and Spain, you may have heard of, it was acquired by TripAdvisor. Probably another 150, soMartin: What is your background? And why did you become a VC?Nicolas: As an increasing number of people who come into this business in the Valley and increasingly in Europe too, I came from an entrepreneurial and operating background. So, I was on the entrepreneur side for 15+ years, clos e to 20 years. I started a bunch of companies, most of them failed, a few of them was successful, Partech was an investor in a couple of the companies that I co-founded and as I exited those companies, I was offered the opportunity to come around the table and with a team that I came to trust over the years, and I did that. And its been a lot of fun.Martin: Why didnt you start just another company after youve started several others, but becoming a partner here at Partech?Nicolas: Thats a question I ask myself for a long time. I probably went for a period of easily 2-3 years going back and forth on that. Eventually, its a lifestyle decision, its a very personal decision at some point. In my case, I had young kids, I had some success with my startups before, I wanted to continue to be doing really exciting things and building companies, but I also wanted to kind of find the balance with my personal life and spend more time with my children, so. In the venture business I like to say th at we work a lot, sometimes at least as the entrepreneurs, not quite, but we have a lot of flexibility in how we manage our time. We dont manage people per se. We get involved with companies, with entrepreneurs, with management teams, but we dont have the operating imperative that you have when you run a company. Which is much more demanding in terms of your schedule, and mostly less flexible. So, that was the drive for me. In addition on the positive side, also, the opportunity to work on lots of exciting things vs. just a few, and thats pretty exciting.Martin: And you can diversify your portfolio, so to speak? Just because you focus not only on one ideaNicolas: For me, that wasnt much of criterion. I mean, clearly, theres a portfolio aspect to what we do and you diversify your risk. You also lose in terms of adrenaline. So, youre kind of an advisor, you have to play a buffering role with the entrepreneurs and so, by definition, you dont experience the highs, you only experience th e lows with the same intensity. So thats, that may be a plus or a minus, depending on the person or where you are in your life, butMartin: And what are the major tasks that you are doing and how are they distributed over a week, a month, or a year?Nicolas: At a high level, I would say we probably, people like me probably spend half of our time working with the companies that were involved with, invested in, and the other half looking at stuff: meeting with new companies, meeting entrepreneurs, meeting with people in our network, learning about our environment, being on the lookout. At a high level. Now, in terms of what we do, with the portfolio companies, which was the other part of your question, it really is kind of an on demand role. We, I like to be kind of on demand, on call with the entrepreneurs that we work with. So, in terms of what that means, that can vary in time, and also varies very much with the needs of the company, and also the background of the entrepreneurs. Thei r experience is really what I mean there. Some of the entrepreneurs we invest in are extremely experienced, more so than I am, so what I bring to the table is not so much operating know-how, because they know better, its a different perspective, and maybe kind of a step back strategically on what they do, or maybe related to the Transatlantic connections that we can bring. So, at more of the strategic level.Martin: So, youre more trying to challenge those perspectives of entrepreneur and, on the other hand, trying to help them get in touch with other people that might help them grow this business?Nicolas: I think its a lot of those two things. I think when the reason entrepreneurs want a venture capitalist, or should want venture capitalist on their board, is to bring the perspective they dont have, its to challenge them by definition. Not necessarily to argue, but challenge constructively. And so, the way you should build the board as an entrepreneur is by bringing together people who bring different expertise, different backgrounds. But, whatever that is different than yours. So, thats how it works well. And now, theres specific value that we at Partech can bring because of our global presence, global meaning today mostly Europe and the US. And obviously, we try to bring that value to the table as well, whenever thats relevant. In some cases, that was the other part of my answer, we also deal with a rather very young entrepreneurs, who havent done a lot of things before. So, in that case, the contribution could be a little different. It could be much more operational, it could be advising on budgeting or signing an office lease, or a bank lease, it can be very practical things, as well, were happy to bring that to the table whenever we can.Martin: Ok, great. If the entrepreneur or the business model is performing well, and the business is growing, entrepreneur is happy and the VC is happy. How do you manage when the company youve invested in is going almost bust or likelihood is down? What do you do?Nicolas: Its not different. I like to say that one of the ways I measure whether I am a good board member is if the entrepreneur feels comfortable and free to call me whenever something bad happens, and call me in the real time. Because, ultimately we want to be and we should be on the same side of the table, once weve invested. Were all fighting for maximizing the value of the.., of shareholder value. And so, when something unexpected and bad happens, whether loss of a major customer or partner or people related issues, we should be working on resolving them together. So, I think the key for me is, and should be I think for entrepreneurs, it certainly was for me when I was on that side of the table, is: you want to be able very comfortable discussing issues of the business, whether theyre positive or negative and working through them. Because ultimately, when, if the conclusion at some point at the company is Its not working or Its not wor king as expected or not to the scale that we all wanted, the conclusions that we come to should be the same, whether youre the entrepreneur or the investor. If it makes sense to sell the company vs. growing it independently, that should be a rational decision based on what we all observed from the business. Or, if it makes sense to shut down the company, we dont like when it happens, but it happens. So, it shouldnt be a conflict, its like when youre raising children you want them to come to you as a parent, when something bad is happening or they got in trouble, so you can help resolve, address it, its no different.PARTECH VENTURESMartin: Lets talk about Partech International. Can you give us brief overview of what Partech International looks like, in terms of maybe, structuring, assets under management, or what type of industries or company sizes are you investing in?Nicolas: Sure. So, first, from the branding point of view, we rebranded Partech Ventures, just wanted to clarify tha t for a second. Same thing, both names are out there, but the formal name is Partech Ventures. So, we invest in early stage companies, at different stages of the early stage, meaning seed and after seed. But, the main criteria being we need to see high growth potential. We do this in an international context, and the structure we have is very unique. I think its unique in the industry in the sense that we are between our presence in Berlin, Paris and San Francisco today. We are a single team, single fund structure, we make decisions together, we look at things together, there is no distinction whether you talk to my partner in Paris or me, we will eventually work together on the deal. And if the company, and we think thats huge value add and the differentiator. Not just because we work very well together, which we do, but we look at, when we assess an opportunity, we assess it from this global perspective, we look at the competition from a global perspective, and we look at the upsi de from a global perspective. When we work with a company and get involved, its very fluid if at some point the company needs to move from one side of the Atlantic to the other, and in what form it does that, because there isnt formula that works for everybody, so thats a big differentiator for us. In terms of sectors, its information technologies is the driver. We do things at the, in multiple ends of the spectrum of that, meaning we will invest in innovative consumer services, e-commerce or mobile or whatever that might be, as well as core innovation in infrastructure, whether its around data, the data center, virtualization, cloud, and anything in between. Now, I dont want to make it sound like well invest in just about anything, the key criteria for us are: there has to be technology as either the core enabler or the core reason for the investment. And also we, the number one criteria is the team, the entrepreneurs and the team they build around them. So, we always start from th at: yes, there has to be technology enabler; yes, there has to be a big market; yes, the business model has to make sense. But all of these things that I just named vary over time. Technology may be superior at one point, but then you have competitors, you always have competitors. The market changes, the business model may evolve. But the one thing that doesnt, or shouldnt, or hopefully doesnt change and the one thing that, the constant that we like to base our investment thesis around is the team that we invest in. And so, thats why if you look at our portfolio, you will see, or you look at my personal portfolio, for example, to speak from personal basis, you will see things in core infrastructure, but also in more consumer or business-to-business kinds of services. And the reason for that is, in each case theres a team that I subscribed to, that I want to support, because thats the real reason.Martin: What advice would you give an entrepreneur who has just started, like 6 months, 12 months into the game? On what type of function he should very much focus in his business?Nicolas: Well, Id give them almost the same advice I gave ourselves as investors is: the same care, we exercise at picking the people we invest in, they should exercise in people, in picking the people they bring together. That is true in terms of the people they bring together on the investor side, but its also true in terms of the people they bring together as their core team to start the business, so their co-founder, of course, but the core initial team members are crucial. So, one thing I often see has not being paid enough attention to by entrepreneurs is exactly, is dedicating enough time and resources in the early part of their business life, in assembling that team. People tend to get very enthusiastic about their product, their service, their website, their technology, whatever that is, and just focus on executing and wanting to promote that, which is a good thing, of course they sh ould. But its also really important in the beginning to ensure the viability of your business, the fundability of your business and the competitive advantage of your business to assemble the team. So, as a young CEO and founder you should probably spend half of your time on the people side, and half of the time on the actual business. Im maybe exaggerating in some cases, but not by much, and I think thats often on the place. That would be the main advice Id give.Martin: And with people you mean recruiting, retaining, motivating, or is it only recruiting?Nicolas: You know, I almost dont want to use the word recruiting, because recruiting is an activity you tend to do a little later. What youre looking for in the very early stage, and Im addressing your question from a really early stage point of view, is really assembling a team, and the word teammate is important. You dont want to have employees, you want to have people who subscribe to your vision, who will work to pursue the visio n in a disproportionate way, while theyre compensated in the near term, who will work with you and overcoming obstacles and those are not employees, those are co-founders almost. Even if they come a little later. Thats what I mean by that. Recruiting is, its not easy, but its more technical. When the company is more mature, yes, youre doing a lot of recruiting, and you also want to recruit the right kind of people, but the founder doesnt have to be quite as involved except at the executive level.ADVICE TO ENTREPRENEURS FROM NICOLAS EL BAZE In San Francisco, we talked with venture capitalist from Partech Ventures, Nicolas El Baze, about the investment due diligence process and how to raise venture capital. Furthermore, Nicolas shares his learnings and advice for young entrepreneurs.The transcript of the interview is provided below.INTRODUCTIONMartin: Hi, today we are in San Francisco at Partech International with Nicolas. Nicolas, who are you and what do you do?Nicolas: Im a venture capitalist. We are fund that invests in the startups, early stage startups, in technology across the Atlantic, so Paris, Berlin, San Francisco.Martin: Can you name some of them? Maybe some of our readers know them.Nicolas: Well, we can go back in history and go back to Business Objects, a long time ago, we can go more recently, if we want a touch on a Berlin companies, for example Brands4Friends was an investment of ours, more recently La Fourchette in France and Spain, you may have heard of, it was acquired by TripAdvisor. Probably another 150, soMartin: What is your background? And why did you become a VC?Nicolas: As an increasing number of people who come into this business in the Valley and increasingly in Europe too, I came from an entrepreneurial and operating background. So, I was on the entrepreneur side for 15+ years, close to 20 years. I started a bunch of companies, most of them failed, a few of them was successful, Partech was an investor in a couple of the companies that I co-founded and as I exited those companies, I was offered the opportunity to come around the table and with a team that I came to trust over the years, and I did that. And its been a lot of fun.Martin: Why didnt you start just another company after youve started several others, but becoming a partner here at Partech?Nicolas: Thats a question I ask myself for a long time. I probably went for a period of easily 2-3 years going back and forth on that. Eventually, its a lifestyle decision, its a very personal decision at some point. In my ca se, I had young kids, I had some success with my startups before, I wanted to continue to be doing really exciting things and building companies, but I also wanted to kind of find the balance with my personal life and spend more time with my children, so. In the venture business I like to say that we work a lot, sometimes at least as the entrepreneurs, not quite, but we have a lot of flexibility in how we manage our time. We dont manage people per se. We get involved with companies, with entrepreneurs, with management teams, but we dont have the operating imperative that you have when you run a company. Which is much more demanding in terms of your schedule, and mostly less flexible. So, that was the drive for me. In addition on the positive side, also, the opportunity to work on lots of exciting things vs. just a few, and thats pretty exciting.Martin: And you can diversify your portfolio, so to speak? Just because you focus not only on one ideaNicolas: For me, that wasnt much of cr iterion. I mean, clearly, theres a portfolio aspect to what we do and you diversify your risk. You also lose in terms of adrenaline. So, youre kind of an advisor, you have to play a buffering role with the entrepreneurs and so, by definition, you dont experience the highs, you only experience the lows with the same intensity. So thats, that may be a plus or a minus, depending on the person or where you are in your life, butMartin: And what are the major tasks that you are doing and how are they distributed over a week, a month, or a year?Nicolas: At a high level, I would say we probably, people like me probably spend half of our time working with the companies that were involved with, invested in, and the other half looking at stuff: meeting with new companies, meeting entrepreneurs, meeting with people in our network, learning about our environment, being on the lookout. At a high level. Now, in terms of what we do, with the portfolio companies, which was the other part of your que stion, it really is kind of an on demand role. We, I like to be kind of on demand, on call with the entrepreneurs that we work with. So, in terms of what that means, that can vary in time, and also varies very much with the needs of the company, and also the background of the entrepreneurs. Their experience is really what I mean there. Some of the entrepreneurs we invest in are extremely experienced, more so than I am, so what I bring to the table is not so much operating know-how, because they know better, its a different perspective, and maybe kind of a step back strategically on what they do, or maybe related to the Transatlantic connections that we can bring. So, at more of the strategic level.Martin: So, youre more trying to challenge those perspectives of entrepreneur and, on the other hand, trying to help them get in touch with other people that might help them grow this business?Nicolas: I think its a lot of those two things. I think when the reason entrepreneurs want a vent ure capitalist, or should want venture capitalist on their board, is to bring the perspective they dont have, its to challenge them by definition. Not necessarily to argue, but challenge constructively. And so, the way you should build the board as an entrepreneur is by bringing together people who bring different expertise, different backgrounds. But, whatever that is different than yours. So, thats how it works well. And now, theres specific value that we at Partech can bring because of our global presence, global meaning today mostly Europe and the US. And obviously, we try to bring that value to the table as well, whenever thats relevant. In some cases, that was the other part of my answer, we also deal with a rather very young entrepreneurs, who havent done a lot of things before. So, in that case, the contribution could be a little different. It could be much more operational, it could be advising on budgeting or signing an office lease, or a bank lease, it can be very practic al things, as well, were happy to bring that to the table whenever we can.Martin: Ok, great. If the entrepreneur or the business model is performing well, and the business is growing, entrepreneur is happy and the VC is happy. How do you manage when the company youve invested in is going almost bust or likelihood is down? What do you do?Nicolas: Its not different. I like to say that one of the ways I measure whether I am a good board member is if the entrepreneur feels comfortable and free to call me whenever something bad happens, and call me in the real time. Because, ultimately we want to be and we should be on the same side of the table, once weve invested. Were all fighting for maximizing the value of the.., of shareholder value. And so, when something unexpected and bad happens, whether loss of a major customer or partner or people related issues, we should be working on resolving them together. So, I think the key for me is, and should be I think for entrepreneurs, it certain ly was for me when I was on that side of the table, is: you want to be able very comfortable discussing issues of the business, whether theyre positive or negative and working through them. Because ultimately, when, if the conclusion at some point at the company is Its not working or Its not working as expected or not to the scale that we all wanted, the conclusions that we come to should be the same, whether youre the entrepreneur or the investor. If it makes sense to sell the company vs. growing it independently, that should be a rational decision based on what we all observed from the business. Or, if it makes sense to shut down the company, we dont like when it happens, but it happens. So, it shouldnt be a conflict, its like when youre raising children you want them to come to you as a parent, when something bad is happening or they got in trouble, so you can help resolve, address it, its no different.PARTECH VENTURESMartin: Lets talk about Partech International. Can you give us brief overview of what Partech International looks like, in terms of maybe, structuring, assets under management, or what type of industries or company sizes are you investing in?Nicolas: Sure. So, first, from the branding point of view, we rebranded Partech Ventures, just wanted to clarify that for a second. Same thing, both names are out there, but the formal name is Partech Ventures. So, we invest in early stage companies, at different stages of the early stage, meaning seed and after seed. But, the main criteria being we need to see high growth potential. We do this in an international context, and the structure we have is very unique. I think its unique in the industry in the sense that we are between our presence in Berlin, Paris and San Francisco today. We are a single team, single fund structure, we make decisions together, we look at things together, there is no distinction whether you talk to my partner in Paris or me, we will eventually work together on the deal. And if the company, and we think thats huge value add and the differentiator. Not just because we work very well together, which we do, but we look at, when we assess an opportunity, we assess it from this global perspective, we look at the competition from a global perspective, and we look at the upside from a global perspective. When we work with a company and get involved, its very fluid if at some point the company needs to move from one side of the Atlantic to the other, and in what form it does that, because there isnt formula that works for everybody, so thats a big differentiator for us. In terms of sectors, its information technologies is the driver. We do things at the, in multiple ends of the spectrum of that, meaning we will invest in innovative consumer services, e-commerce or mobile or whatever that might be, as well as core innovation in infrastructure, whether its around data, the data center, virtualization, cloud, and anything in between. Now, I dont want to make it sound like well invest in just about anything, the key criteria for us are: there has to be technology as either the core enabler or the core reason for the investment. And also we, the number one criteria is the team, the entrepreneurs and the team they build around them. So, we always start from that: yes, there has to be technology enabler; yes, there has to be a big market; yes, the business model has to make sense. But all of these things that I just named vary over time. Technology may be superior at one point, but then you have competitors, you always have competitors. The market changes, the business model may evolve. But the one thing that doesnt, or shouldnt, or hopefully doesnt change and the one thing that, the constant that we like to base our investment thesis around is the team that we invest in. And so, thats why if you look at our portfolio, you will see, or you look at my personal portfolio, for example, to speak from personal basis, you will see things in core infrastr ucture, but also in more consumer or business-to-business kinds of services. And the reason for that is, in each case theres a team that I subscribed to, that I want to support, because thats the real reason.Martin: What advice would you give an entrepreneur who has just started, like 6 months, 12 months into the game? On what type of function he should very much focus in his business?Nicolas: Well, Id give them almost the same advice I gave ourselves as investors is: the same care, we exercise at picking the people we invest in, they should exercise in people, in picking the people they bring together. That is true in terms of the people they bring together on the investor side, but its also true in terms of the people they bring together as their core team to start the business, so their co-founder, of course, but the core initial team members are crucial. So, one thing I often see has not being paid enough attention to by entrepreneurs is exactly, is dedicating enough time and re sources in the early part of their business life, in assembling that team. People tend to get very enthusiastic about their product, their service, their website, their technology, whatever that is, and just focus on executing and wanting to promote that, which is a good thing, of course they should. But its also really important in the beginning to ensure the viability of your business, the fundability of your business and the competitive advantage of your business to assemble the team. So, as a young CEO and founder you should probably spend half of your time on the people side, and half of the time on the actual business. Im maybe exaggerating in some cases, but not by much, and I think thats often on the place. That would be the main advice Id give.Martin: And with people you mean recruiting, retaining, motivating, or is it only recruiting?Nicolas: You know, I almost dont want to use the word recruiting, because recruiting is an activity you tend to do a little later. What youre looking for in the very early stage, and Im addressing your question from a really early stage point of view, is really assembling a team, and the word teammate is important. You dont want to have employees, you want to have people who subscribe to your vision, who will work to pursue the vision in a disproportionate way, while theyre compensated in the near term, who will work with you and overcoming obstacles and those are not employees, those are co-founders almost. Even if they come a little later. Thats what I mean by that. Recruiting is, its not easy, but its more technical. When the company is more mature, yes, youre doing a lot of recruiting, and you also want to recruit the right kind of people, but the founder doesnt have to be quite as involved except at the executive level.ADVICE TO ENTREPRENEURS FROM NICOLAS EL BAZEMartin: Imagine you have a son and your son comes to you and says Daddy, I would like to start a company, and hes 15-16 years old. What would you recommend? Nicolas: Go for it. I would give them the same advice I was given when I was young, is I think there is absolutely zero downside or risk in going for what you believe in when youre young. I think there is energy that you have, almost unreasonable mass you have that can bear a lot of fruit. So I would absolutely say go for it, and surround yourself with the right people.Martin: What happens if your son says But Daddy, what happens if it doesnt work out?Nicolas: Great. Youll hopefully learn from it. We like to invest, by the way, in entrepreneurs who failed before. I know from my own experience, I learned a lot more from the experiences that failed, that from the ones that succeeded, because when typically one thing succeeds, its because they went well, its obvious, but also means, it doesnt mean you didn’t have to overcome obstacles, but it means that you solved the problems as they went, as they happen. When you fail, typically, you couldn’t find the answer, and that means you e ncountered really, really strong obstacles, typically those bring a lot of lessons.Martin: Nicolas, you saw so many entrepreneurs and you worked together with them, as well. What have been the major learnings you learned from other entrepreneurs? Where you said Wow, this was some interesting lesson for me, I didn’t know this before, or this is a new perspective that this entrepreneur showed to me? And can you make vivid or so?Nicolas: Thats interesting question. I think what Ive learned, which I knew, but I keep learning over and over is that,.. First of all you have to remember that were not the entrepreneurs, they are, so they know their business typically way better than we do. Theyve thought about it, lived it, living it day to day. And they carry their vision. So, one thing Ive learned over and over is if you pick the right people, and typically you pick them because you trust them, you really have to trust them, because ultimately they know better. It doesnt mean you dont ha ve value to bring, or you cant influence things or you cant advise. But you ultimately need to, if you pick the right people, and that is really the key, once you made that call, you really have to go with them. And the enthusiasm, and thats another lesson, the enthusiasm, the persistence, the determination in pursuing the vision usually pays off. Almost doesnt matter what sector or what the activity is. The passion wins, because everybody, all your competitors will encounter difficulties and obstacles, so its whoever believes in it the most, whoever has the most faith, passion, energy, relentlessness is going to win.Martin: And how and when should an entrepreneur contact you or some other venture capitalist for raising money? If the objective of entrepreneur is raising money, when, how should he connect you?Nicolas: There is no rule for that. I think the key is setting the context correctly. What I mean is, I see entrepreneurs and Im very happy to see entrepreneurs all the time who arent really ready, they just want the informal advice. So, if somehow I get in touch with them or they get in touch with me through the network. Its ok to call a VC and say Im working in this space, I understand you may have an interest in that or So and so told me you might have some interesting input, thats fine. And were more, I know that its true to my partners, too, were open to see entrepreneurs in that context and just provide informal feedback. Were just as happy to see them when they have a very well framed pitch, very happy to do that as well. I think, to us, it makes sense for entrepreneurs, by the way, especially new entrepreneurs or young people, to use every opportunity they have, they can, to get to know investors, to gather advice. Because after the informal discussion they will better know, for example, what interests me or doesnt interest me. Or at what stage I would get involved with a company in a particular space vs. the different space. Because, for example, its a little easier to invest really, really, really early in a company that has very unique technology vs. say a consumer company thats all based on marketing where we may want to see a little more traction before we get involved. And that varies with the investors, so no rule. No rule, just we want to see enthusiasm and as long as the expectations are set correctly.Martin: Thank you very much for your time, Nicolas. And if you want to pitch next time to some of the investors, try to think about whether the market is big enough, whether you have some great technology that solves big enough problem and whether youre really passionate about your idea. Thank you very much.

Human Resource Management Training Proposal - 1650 Words

Human Resource Management Training Proposal (Essay Sample) Content: [Name][Course][Institution][Professor][Date]An effective work force is a major component of the recipe of success for organizations. Goals are achieved maximally when the organization's employees are at the right place doing the right thing at the right time. (Ivanovic, A., Collin, P. H, 2006.)It is therefore imperative that an efficient organizational system is employed to ensure that the flow of activity in the organization is smooth, efficient and new employees are inducted into this system seamlessly. Rules and regulations binding the organization to the legal system have to be thoroughly adhered to, besides structured hiring of new employees.A request to hire staff is made to the HR management. This request includes Job description and / or even questionnaires for senior positions. The Hiring manager then has to contact and / or meet with the Human Resources department to review hiring policies, create a position announcement and discuss the salary structure. Th e hiring manager has to consider several factors while executing his or her duty. These include: The hiring committee composition, the gender and ethnic diversity plan for the recruitment procedure, Applicants screening instruments, interview instruments, application qualification metrics, the interview questions and veteran's preference policies. Before the positions are placed in the print media and other media, they have to be posted internally. Position advertisements are supposed to be sent to the Human resource department where the standard language used in the advertisement will be verified and approved. They are then placed in the print advertisements. The hiring manager then has to place all field specific publications on the websites and media.To reach a more diverse source of potential employees, the universities distribution lists, job search websites and the print media have to be used when advertising for available positions. This is after the consideration of the adve rtising costs by the hiring department or the administration. The advertisements have to be placed in the media in order to be seen and replied to by potential employees. When the applications for the position advertised are received, the human resource department has to review the gender and ethnic diversity criteria. This is to ensure that all applicants get equal opportunity for consideration of the position in question. The interview instruments and applicant qualification matrix will function as the criteria for non-selection. The Human Resource then has to provide the hiring managers with access to the applications so that they can review them. Candidates selected for interviews will have their information listed. The ratios of the list of candidates selected for interview has to satisfy gender, ethnic and other forms of diversity as stipulated in the law.The interviews are the responsibility of the Hiring manager and the committee that approves diversity checks. They set up the interviews. The Human Resource manager holds the final interview schedule. All aspects of interview has to be explored including the candidate's ability to perform the duties he or she is expected to, their awareness of trends in the field they practice and also behavioral based interviewing should be conducted. It has to be ascertained whether the potential employee may be able to interface well with the other employees and the working environment. After the interviews have been conducted successfully, a pre-employment background investigation has to be performed by the Human Resource department. These checks are to be funded by the firm. A minimum of three professional references to each candidate should be obtained. They should be from the most recent supervisor backward. Confirmed information and checks should then be forwarded to the Human resource manager for inclusion in the employee's personnel file. After the background investigations, offers of employment can now be sent to the successful candidates. Social and diversity equity also has to be confirmed and affirmed. Details like appropriate salary and other employment conditions have to be stated by the Human Resource department prior to making a verbal employment offer. Both Candidates that have been rejected and those accepted are sent a formal letter by the human resource department and a more personalized one sent by the hiring manager. New employees have to visit the Human Resource office to complete the necessary paperwork, social security verification before they are entered into the payroll system. Permanent employees have to meet -6286501781175Submit ApplicationInterviewHireApplicationApplicationComplete Information?Job DescriptionQualified?ApplicationContinue?RejectNOYESYESYESNONOCompare with other applicantsSubmit ApplicationInterviewHireApplicationApplicationComplete Information?Job DescriptionQualified?ApplicationContinue?RejectNOYESYESYESNONOCompare with other applicantsthe Benefi ts Manager to clear the necessary paperwork too.5838825266702228850259715Higher level view recruitment flowchartWhen new employees have been received, it is important that they undergo orientation and induction into the firm. This is to ensure that they quickly become an efficient part of the workforce. (Jobs DB Employers Guide, 2013). The orientation process has to be gradual and spread out so that the employee is not overwhelmed by meetings and information sessions on the first day of week. The employee has to be given realistic and concrete job expectations, responsibilities and duties. They should be made to understand how and where they fit, what is expected from them and what they should expect from other fellow employees. Naturally, new hires feel tremendous pressure to adapt and perform. They should be helped to relax, feel accepted and helped interact -4286251238250Feedback to customer (Reporting Results)Evaluation (Measuring Performance)Setting Targets (Job needs competen ces, CEF Level current / target)Course Design (Material Methodology)Training Cycle (Business process orientation training)Can DoCan DoCan DoCan DoFeedback to customer (Reporting Results)Evaluation (Measuring Performance)Setting Targets (Job needs competences, CEF Level current / target)Course Design (Material Methodology)Training Cycle (Business process orientation training)Can DoCan DoCan DoCan Dowith peers, supervisors and customers.Business process orientation cycleThe employee has to be made to feel valued and needed by the organization. There is need to make it clear to the employees that necessary tools and knowledge that will help succeed in their tasks and duties will be provided when needed. This helps them feel good about their choice of employer and new co-workers. Proper orientation will help reduce the time supervisors have to spend on teaching the new employees basic things. Orientation helps the employee to start performing a bit more quickly, thus reducing costs in both time and money pertaining to learning their jobs. Basic and necessary information from the start is important in avoiding mistakes that can be avoided. The training and orientation has to be gradual and spread out so that the employee is not overwhelmed by the amount of information he or she is supposed to grasp in a short period.center3832860Check trainee employee skill development5. Supervise employees practice the skill4. Demonstrate skill to trainee employees3. Gather tools required to demonstrate skill2. Analyze steps that are part of the skill1. Decide skill that is to be developed in employeeCheck trainee employee skill development5. Supervise employees practice the skill4. Demonstrate skill to trainee employees3. Gather tools required to demonstrate skill2. Analyze steps that are part of the skill1. Decide skill that is to be developed in employeeThe employee has to be encouraged to learn key aspects about their jobs. Employees have to be allowed to work with peers and colleagues they enjoy spending time with. In most circumstances, people spend more time with their co-workers than family. Therefore, when workers are allowed to work alongside those they work and associate best with, it is highly probable that they will learn easier and perform better. The management also has to show real interest in the employee's career aspirations and ...