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Exam Code: NSCA-CPT NSCA Certified Personal Trainer outline January 2024 by Killexams.com team

NSCA-CPT NSCA Certified Personal Trainer

Exam ID : NSCA-CPT

Exam Title : NSCA Certified Personal Trainer

Questions : 140 scored, 15 non scored

Pass Marks : 77%

Duration : 3 hours

Exam Type : multiple-choice



The NSCA-Certified Personal Trainer® (NSCA-CPT®) exam is comprised of 140 scored and 15 non-scored* multiple-choice questions that tests candidate's knowledge in the following four domains:



Client Consultation/Fitness Assessment

Program Planning

Techniques of Exercise

Safety, Emergency Procedures and Legal Issues

There are 25-35 video and/or image items that assess competencies across multiple domains.

The pass rate was 77% for first-time candidates attempting the NSCA-CPT exam in 2018.



Domain Percent of Exam Number of Questions

Client Consultation/Assessment 23% 32

Program Planning 32% 45

Techniques of Exercise 31% 43

Safety, Emergency Procedures and Legal Issues 14% 20

Non-Scored Questions - 15

Total 100% 155

Number of video questions (already included in the total) 25-35

Length of exam 3 hours



INTRODUCTION

About the Association

Certifications Offered

Accreditation of NSCA Certifications

Registration of NSCA Certifications

Statement of Nondiscrimination

ABOUT THE EXAMS

Job Analysis

Item Writing

Standard Setting

Exam Content Outlines

CSCS

CSPS

NSCA-CPT

TSAC-F

Exam Preparation

Example Preparation Plan Options

Plans Recommended by Background

CERTIFICATION ELIGIBILITY

Eligibility Requirements

CSCS

CSPS

NSCA-CPT

TSAC-F

Acceptable Accreditation of Colleges and Universities

Exercise Science-Related Fields

Acceptable CPR/AED Certifications

Discipline Policy and Certification Appeals

EXAM REGISTRATION PROCESS

Completing the Registration Form

Release of Information

Affirmation

Special Accommodations

Eligibility Documentation

Academic Transcripts (CSCS and CSPS only)

CPR/AED Certifications

Practical Experience (CSPS only)

Exam Fees

Scheduling an Appointment

Test Center Locations

Exam Authorization Period

Changes to Contact Information

Name Changes

Contact Information and Communications

Registration Withdrawal and Refunds

Cancelling and Rescheduling exam Appointments

Late Arrival and No-Show

Late Arrival

No-Shows

Inclement Weather, Power Failure, or Emergency

EXAM DAY

Candidate ID Requirements

Security

Personal Belongings

Items Not Permitted

Permitted Items

Comfort Aids

Permitted Medicine and Medical Devices

Permitted Mobility Devices

Exam Supplies

Questions and Comments About exam Content

Breaks

Leaving the exam Early

Exam Misconduct

Exam Results

Exam Scoring

Exam Pass Rates

Confidentiality of Results

Cancelled Scores

Awarding of Certification

Retake Policy

90 Day Waiver

Privacy Policy

Appealing exam Results



1. BASIC PATHOPHYSIOLOGY AND SCIENCE OF HEALTH STATUS or CONDITION, DISORDER, or DISEASE 8 22 10 40

A. Cardiovascular: Individuals with…

1. Myocardial infarction

2. Angina

3. Hypertension

4. Peripheral vascular disease (e.g., deep vein thrombosis, peripheral artery disease)

5. Congestive heart failure

6. Valvular disorders

7. Revascularizations

8. Conduction defects or disorders (e.g., atrial fibrillation, pacemakers)

B. Pulmonary: Individuals with…

1. Chronic obstructive pulmonary disease (COPD) (e.g., emphysema, chronic bronchitis)

2. Chronic restrictive pulmonary disease (CRPD) (e.g., fibrosis, sarcoidosis)

3. Asthma

4. Pulmonary hypertension

C. Metabolic

1. Individuals with diabetes mellitus (Type 1 and 2)

2. Individuals who are overfat

3. Individuals with pre-diabetes

4. Individuals who have metabolic syndrome

5. Individuals with thyroid disorders (hypo/hyperthyroidism)

6. Individuals with end stage renal disease

D. Immunological and Hematological: Individuals with...

1. AIDS/HIV

2. Chronic fatigue syndrome

3. Fibromyalgia

4. Anemia

5. Auto-immune disorders (e.g., lupus, rheumatoid arthritis)

6. Bleeding/clotting disorders

E. Musculoskeletal/Orthopedic: Individuals with...

1. Osteoporosis and other low BMD conditions

2. Limb amputations

3. Osteoarthritis

4. Lower back conditions

5. Chronic musculoskeletal conditions (e.g., OA, osteoporosis, low back pain)

6. Frailty

7. Joint disorders (e.g., muscle, labrum, ligament, cartilage, tendons)



8. Joint replacements (e.g., shoulder, knee, hip)

9. Sarcopenia

10. Posture conditions

11. Cystic fibrosis

F. Neuromuscular: Individuals with…

1. Stroke or brain injury

2. Spinal cord disabilities

3. Multiple sclerosis

4. Cerebral palsy

5. Downs syndrome

6. Parkinsons disease

7. Epilepsy

8. Balance conditions

9. Muscular dystrophy

G. Post Rehabilitation: Individuals with…

1. Musculoskeletal disorders/conditions

2. Cardiopulmonary disorders/conditions

3. Neuromuscular disorders/conditions

H. Individuals with Cancer

I. Female Specific Conditions

1. Pregnant and postpartum

2. Female athlete triad

3. Menopausal/post-menopausal

J. Individuals with Behavioral/Psychological Disorders

1. Disordered eating patterns

2. Body image

3. Depression

4. Chemical dependency

K. Older Adults

L. Children and Adolescents

2. CLIENT CONSULTATION 6 13 0 19

A. Determine the Fitness Professionals Role in the Wellness Continuum

1. Align goals of the medical professional, client, and fitness professional

2. Maintain lines of communication with the primary healthcare provider

3. Optimize communication between the fitness professional and medical professionals

4. Verify physicians clearance to exercise



B. Perform Health Appraisal

1. Understand basic medical terminology

2. Interpret medical history (e.g., contraindications, continuity of care, goal viability)

3. Administer life-style questionnaire

4. Interpret “levels of pain” or prognosis (severity of condition; e.g., kurtzke expanded

disability status scale)

5. Interpret medical documentation

6. Document subjective client feedback and observations relevant to medical condition

7. Contact medical professionals for needed information or clarification on

medical history, restrictions, etc.

8. Identify signs and symptoms that indicate an individual should be referred

for medical care

9. Understand the roles of health professionals that prescribe exercise (e.g., physicians,physical therapists, occupational therapists, athletic trainers)

10. Perform nutritional review

C. Fitness Evaluation

1. Conduct fitness evaluation

a. vital signs (e.g. heart rate, blood pressure)

b. height and weight

c. body composition (e.g., “Bod Pod” and DXA reports)

d. girth measurements

e. muscular strength and endurance

f. speed/agility/power

g. cardiovascular endurance (e.g., submaximal VO2 max test on treadmill and bike)

h. flexibility

i. lipid profile

j. lung function

k. postural assessment

l. balance

m. functional assessment

n. evaluations specific for individuals with limited ability (e.g., 6-min walk, modified sit-and-reach from a chair, 8 lb. curl test, chair stands)

2. Prioritize need for clients with multiple diseases

3. Adjust fitness evaluation based on medical conditions and restrictions

4. Determine testing measures for the client

5. Document client progression with objective and subjective criteria



A. Develop SMART Goals

1. Manage fear and expectations

2. Increase functional capacity

3. Improve health risk factors (e.g., muscle wasting)

4. Improve confidence and self-image

5. Improve quality of life

B. Program Design

1. Develop individual training programs that are adapted to specific health condition (types, duration, frequency, intensity, progression, rest)

2. Develop group training programs that are adapted to specific health condition (types, duration, frequency, intensity, progression, rest)

3. Identify exercises indicated and contraindicated for clients condition

4. Identify environmental risks (e.g., MS and heat tolerance)

5. Evaluate communicable disease risk (client to fitness professional OR fitness professional to client)

6. Modify the warm-up and cool-down program to coincide with the limitations and capacities of a client

7. Modify the exercise program to coincide with the limitations and capacities of a client

8. Instruct a client on therapeutic exercise technique and equipment (including body position, speed/control of movement, movement/range of motion, breathing, and spotting/safety guidelines)

a. aquatic

b. range of motion

c. exercise with accessory equipment (e.g., chairs, walker/cane, gait belt)

d. balance/perturbation training

e. partner-assisted (support person and conduction exercises beyond the medical

fitness center/facility, or how they can help during the process of exercise)

f. home programs

9. Understand exercise-induced changes to body systems

a. neuromuscular system

b. cardiorespiratory system

c. musculoskeletal system

d. endocrine

e. psychological

C. Apply Motivational/Coaching Techniques

1. Motivational interviewing

2. Stages of change

3. Transtheoretical model

4. Behavioral economics

5. Planned behavior theory

6. Cognitive theory

7. Relapse prevention

8. Positive psychology

9. Solution-focused coaching

D. Monitor Client Outcomes

E. Recognize Need for Referral to Healthcare Professional

4. SAFETY, EMERGENCY PROCEDURES, AND LEGAL ISSUES 4 6 0 10

A. Comply with Scope of Practice Requirements

B. Practice Safety Procedures

C. Follow Emergency Procedures

D. Recognize Professional, Legal, and Ethical Responsibilities

E. Comply with HIPAA regulations
NSCA Certified Personal Trainer
Trainers Certified outline

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NSCA-CPT NSCA Certified Personal Trainer

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Question: 69
Which of the following is not a significant consideration when placing equipment
in an exercise facility?
A. Enough space to safely perform the exercise
B. Full visual access to a mirror so participants can monitor their form
C. Maximizing traffic flow
D. Enough space for personal trainers to interact with clients using equipment
Answer: B
Having full visual access to a mirror so participants can monitor their form is not
a significant consideration when placing equipment in an exercise facility. The
highest consideration is safety, followed by accessibility to enter or exit the
equipment.
Question: 70
Which of the following is not a contract likely to be used by a personal trainer?
A. Releases
B. Waivers
C. Informed consent
D. Description of classes
Answer: D
A description of classes is not an example of a contract. Rather, it is a way to
express what is involved in a class. A description of a class can, however, be
included expressly in a contract, but it is not in itself a contract.
Question: 71
What legal doctrine allows a personal trainers facility or manager to also be held
liable for negligence?
A. Habeus corpus
B. Respondeat superior
C. Responsitory negligence
D. Respondeat proxy
Answer: B
Respondeat superior allows a trainers facility or manager to also be held liable
for negligence. This is why it is vital for a facility and the personal trainer,
whether an employee or independent contractor, to fully understand the terms of
negligence.
Question: 72
Which of the following is not included in the six standards published by the
American College of Sports Medicine?
A. Pre-activity screening
B. Compliance with laws, regulations and published standards
C. Facility signage
D. Records and record-keeping
Answer: D
Records and record-keeping are not part of the six standards published by the
American College of Sports Medicine. Instead, they are included in the nine areas
of liability exposure published by the National Strength and Conditioning
Association.
Question: 73
What statement regarding a first aid kit is true?
A. The kit should be reviewed monthly in order to ascertain completeness and
compliance with the list of contents.
B. Kits may be kept behind the counter where a staff member is always available
to produce it if necessary.
C. CDC and OSHA guidelines are only recommendation for disease prevention.
D. A facility needs to have one complete and fully stocked kit available at a
central location.
Answer: A
A first aid kit should be reviewed monthly in order to ascertain completeness and
compliance with the list of contents. Facilities should have multiple complete kits
in various locations, depending upon the size of the facility, in order to have them
quickly accessible should a first aid emergency arise.
Question: 74
Which form of business for a personal trainer provides some protection from
personal liability for business expenses and possible litigation?
A. Corporation
B. Sole proprietorship
C. Partnership
D. Independent contractor
Answer: A
A corporation provides some protection for a personal trainer from personal
liability for business expenses and possible litigation. This is a more complicated
process to start up, due to the filing with local business and government entities,
but it may provide more protection in the long run.
Question: 75
What is a very effective way of marketing personal training services, no matter
the location?
A. Newspaper advertising
B. Hiring a marketing agency
C. Targeting effective advertising words to the desired market population
D. Direct mailing
Answer: C
Targeting effective advertising words to the desired market population is a very
effective way of marketing personal training services, no matter the location. This
allows the desired outcome to be tailored to the target population based on what
their goals are likely to be.
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Trainers Certified outline - BingNews https://killexams.com/pass4sure/exam-detail/NSCA-CPT Search results Trainers Certified outline - BingNews https://killexams.com/pass4sure/exam-detail/NSCA-CPT https://killexams.com/exam_list/Trainers Standardized Patients

Standardized Patients (SP) are "Individuals who are trained to present the symptoms and signs of disease process as they present in real patients" (Barrows, 1985). Standardized patients have been shown to be effective in teaching clinical, interviewing and communication skills to learners from a variety of disciplines, including medicine, nursing, dental, law and other professions.

According to the Association of Standardized Patient Educators (ASPE), "An SP is a person trained to portray a patient scenario, or an real patient using their own history and physical exam findings, for the instruction, assessment, or practice of communication and/or examining skills of a health care provider. In the health and medical sciences, SPs are used to provide a safe and supportive environment conducive for learning or for standardized assessment.

SPs can serve as practice models, or participate in sophisticated assessment and feedback of one's abilities or services. The use of simulated scenarios involving humans is rapidly expanding to meet the needs of many high-risk service fields outside of human health care." (Gliva-McConvey, n.d.)

SP can also mean standardized professional; individuals from the community can be utilized to portray a professional from many different fields challenging learners to deal with certain issues that arise in their chosen careers.

Standardization

Standardization stems from systemic training and ability of the SP to follow the training outline. Standardized performances of individual cases by multiple SPs ensure fairness and objectivity. With standardization, each patient or professional represents the same case in the same way, even when interacting with different learners at different times. Learners will interact with, interview and examine the patients/professionals differently. For a particular case, the SPs' responses to questions and manners should remain constant and consistent, despite the different styles and skill level across learners and across the duration of the program.

Benefits of Standardized Patient Use

Interacting with SPs gives learners a chance to practice their clinical and interpersonal skills with an emphasis on communication before meeting real patients. Alternately, interacting with SPs gives learners an opportunity to demonstrate competencies and to be assessed by more senior members of their professions.

For example, learners might practice pure communication skills like interviewing or delivering complex information in an understandable way (based on patient responses). In a different scenario, learners may conduct a brief history along with a physical exam on an SP. The physical exams given to SPs are similar to general internal physical examinations, are non-invasive and should not be painful. After a learner/SP performance, learners are provided feedback by a preceptor and/or their peers. An SP may also be asked to provide brief feedback, which is a component of the SP training process. The time allowed for feedback is an integral part of student learning.

Sun, 04 Aug 2019 20:30:00 -0500 en text/html https://case.edu/medicine/cscsimcenter/simulation-resources/standardized-patients
Lack of snow adds to training challenge for Yukon Quest musher No result found, try new keyword!In less than a month, the Yukon Quest will get underway in Whitehorse. But one first-time entrant says she hasn't touched her dog sled at all yet, because of the unusual weather conditions. Thu, 04 Jan 2024 12:19:32 -0600 en-us text/html https://www.msn.com/ US Marine Corps outlines next steps to Improve synthetic training capabilities

The US Marine Corps (USMC) has announced plans to start new acquisition and modernisation efforts in the next few years to progress ongoing programmes and improve its synthetic training capabilities. 

The service has shown interest in platforms, technologies and software solutions to prepare marines from individual to battalion levels. The simulation capabilities will provide training in shooting, performing marksmanship tasks, driving ground platforms, and operating EW and C2 systems.

While the budget of some of those efforts has yet to be defined, contracts will be expected to be awarded, new efforts launched and milestones reached from FY2024 to FY2031.

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Speaking at the I/ITSEC 2023 in Orlando, Florida, this November, Col Marcus J Reynolds, programme manager for training systems (PM TRASYS) Marine Corps Systems Command (MARCORSYSCOM), stressed that it would enable training marines for deployment in multi-domain, challenging scenarios.

From his perspective, ‘what is important is the warfighter’ and synthetic training systems will enable marines to be ‘more lethal and come back safe’ after accomplishing their missions.

Joe Lomangino, programme lead at the Range and Training Programs Division (RTPD), Training and Education Command (TECOM), stressed that the service intends to take advantage of various cutting-edge technologies.

‘Marines of today are working with the gaming industry, which is far beyond what we have right now,’ he explained.

In FY2024, the goal will be to progress with at least 10 initiatives including the Live-Virtual-Constructive Training Environment (LVC-TE), which will aim to provide enterprises services to execute persistent, consistent, collective training capability by connecting legacy Marine Corps training systems to support training exercises.

Alongside Project Tripoli, the LVC-TE will offer the means to conduct fully integrated training at all echelons, in all domains, connected across disparate locations.

In the current fiscal year, the service plans to deploy an initial LVC-TE capability to five sites: 29 Palms, Camp Pendleton, Camp Lejeune, and Marine Corps Bases Hawaii and Okinawa. The goal will be to conclude the software development by Q2 FY2026. In its fully mature state, it will offer the interoperability Marines require to fully integrate with joint and international live-virtual-constructive capabilities.

‘We cannot forget about coalition partners,’ Lomangino stressed. ‘We have to ensure that our coalition partners can interact with us as well.’

Directly linked to this programme will be the Live Virtual Constructive Enterprise (LVC-E) initiative which will allow the LVC-TE portfolio to establish common product lines for the areas that reach multiple systems and establish and implement standards and policies for a software factory.

USMC will modernise its Combat Convoy Simulator. (Photo: US Marine Corps)

The LVC-E is currently in the market research and acquisition strategy development phase with a service contract expected to be awarded in the Q3 FY2024.

Another programme that will advance in the current fiscal year is the starting of the technological refresh of in-service Indoor Simulator Marksmanship Training (ISMT). The process will be carried from Q4 FY2024 to Q4 FY2025.

The next step, in FY 2026, will involve the recompete of the Advanced Small Lethality Trainer (ASALT),  an existing capability which requires Marines to move while engaging multiple targets, limited exposure targets and moving targets.

In the case of the Joint Virtual Fires Trainer (JVFT), it will be a multi-vendor abbreviated acquisition programme (AAP), with an extended user evaluation. A total of 20 sets of JVTF hardware and software have been scheduled for delivery in FY2024. Under this effort, two vendors should be announced in Q2 FY2025.

It will provide the USMC with an ability to train and rehearse joint fire, close air support, call for fire and naval surface fire support coordination in a 3D (VR/XR) environment while aboard ship, forward deployed, in garrison or schoolhouse.

The Marine Common Virtual Platform (MCVP), meantime, will be new equipment with validated capability requirement change under the Deployable Virtual Training Environment (DVTE) that will become a new programme in FY24.

It is intended to provide a common hardware platform and operate over a variety of networks and classification levels to support how the use community will meet future training needs in live, virtual and constructive training environments.

‘We are at a point where we have so many opportunities and so many changes [to conduct],’ Elizabeth Tygart, product manager of STS within the PM TRASYS, MARCORSYSCOM.

The Marines also have ambitious plans for FY2025 as it intends to select by Q2 software suppliers for the Enterprise Ground Maintenance Training System (EGMTS), which is currently in the requirements development process.

Training in a virtual battlespace at the Battle Simulation Center, in Twentynine Palms, California. (Photo: US Marine Corps)

The EGMTS will intend to modernise the branch’s ground maintenance training devices by providing a suite of common hardware and software platforms which will serve as a vehicle for developing course syllabi and related materials for schoolhouses and ground maintenance trainers.

In FY2026, the branch will start three new initiatives: Marine Common Driver Trainer (MCDT), Ground Vehicle Training System (GVTS) and Small Unit Tactical Systems (SUTTS).

MCDT has planned to modernise the in-service Operator Drive Simulator (ODS) by providing a more realistic experience and high-fidelity training for motor transport operators and incidental drivers from basic through advanced tactical driver training by simulating visual, aural/audio and haptic and dynamic motion cues.

For the GVTS, the USMC will launch in Q2 FY2026 a middle-tier acquisition (prototyping and production likely) programme.

This effort is now in the requirements development process and is intended to provide the Marines with the capability to train operators, drivers and vehicle crews throughout all elements of the Marine-Air-Ground Task Force.

The service will also start the Small Unit Tactical Systems (SUTTS) in Q4 FY2026 aiming at having a consolidated and network-enabled simulated environment for training in fundamental and advanced marksmanship skills as well as in combat training with organic infantry weapon systems.

The Marine Air Command and Control System (MACCS) Simulation, concurrently, has been scheduled to conduct a software acquisition pathway in FY2026.

It will be a stand-alone capability to modernise the MACCS training enterprise powered by a network simulation engine capable of realistically replicating all C2 data the MACCS would receive during tactical operations.

Other upgrading efforts will be held within the Combat Convoy Simulator (CCS) and the Family of Combat Vehicle Training Systems (CVTS) in FY2027.

CVTS is expected to start in Q4. It will be a high-fidelity computer-based, interactive simulator that provides individual, crew, section and platoon training in precision gunnery and mission tactical skills to the Light Armoured Reconnaissance (LAR) and the Assault Amphibian communities.

US Marines Combat Convoy Simulator. (Photo: US Marine Corps)

In the case of the CCS effort, the service plans to award an Other Transaction Authority (OTA) contract in FY2027 to modernise its existing Combat Convoy Simulator.

The in-service capability currently provides an immersive environment for C2 procedure for vehicle and convoy commanders. It simulates scenarios for IED countermeasures, EOD support, call for fire, close air support and medevac training.

Other programmes that USMC should advance in the short-term are the Force on Force (FoF), Infantry Immersion Trainer (IIT), Family of Egress Trainers (FET), Live Firing Training Systems (LFTS), Range Training Aids Portfolio (RTAP), Ground Ranges Sustainment Program (GRSP), Live Fire Evaluation Tool (LFET) and Electronic Warfare Ground Instrumentation (EWGIR)

The MAGTF Training System Support (MTSS), Ground Training System Support (GTSS), Role Players Services, Under Water Egress Trainer (UET), Equipment Related Services – Systems (ERS-S) and Electronics Communication Systems (ECS) and Known Distance Automated Scoring (KDAS) are also among its future priorities.

Tygart noted that incorporating and combining all those new and upgraded systems will be another challenge.

‘What is the hardest thing right now? That is going to be that integration perspective. So this is what we are looking at,’ she claimed.

The development, acquisition and technological refresh efforts are aligned with the US Marines Training and Education (T&E) 2030 document. Released in January, the paper identified key tasks and issues to modernise the service’s training and education system.

By incorporating feedback from Marines and lessons learned from force-on-force (FoF) exercises, the report concluded that the current T&E system was not preparing the Marines for the future operating environment.

It alerted that the branch should further emphasise training and education in order to drive individual, unit and collective readiness.

The report also pointed out that there is insufficient FoF training in the branch and warned that although synthetic training capabilities are major combat multipliers, they are severely underdeveloped and under-resourced.

Shephard's I/ITSEC 2023 coverage is sponsored by:

CAE
Tue, 05 Dec 2023 23:11:00 -0600 en text/html https://www.shephardmedia.com/news/landwarfareintl/iitsec-2023-us-marine-corps-outline-next-steps-to-improve-its-synthetic-training-capabilities/
Moci Signs Pact With QFBA For Training And Professional Development

(MENAFN- Gulf Times) The Ministry of Commerce and Industry (MoCI) has signed an agreement with the Qatar Finance and Business Academy (QFBA) to co-ordinate and strengthen collaborative efforts in the field of training and professional development for the ministry's employees as part of efforts to nurture a skilled workforce in its relevant sector.
As per the agreement, the two parties have committed to strengthening the collaboration to deliver programmes focused on training and professional development, as well as dedicated initiatives tailored to meet the specific requirements of the ministry's employees and enhance productivity.
Additionally, they will present a programme for the project designed to develop the framework of training plans to establish the outline for training and development, creating essential tools and guidelines to assist the Learning and Development Department in implementing its programmes for the ministry's employees.
The MoU was signed by Abdullah bin Ali al-Khowaiter, Director of the Human Resources Department at the MoCI and Majed bin Abdulaziz al-Khulaifi, Director of Training and Development at the QFBA.
Dr Yahya bin Saeed al-Jafali al-Nuaimi, Assistant Undersecretary for Shared Services Affairs at MoCI, said this agreement is aimed at developing a skilled workforce aligned with the latest international practices.
It also serves to support the ministry's ongoing efforts in developing its human resources, refining their skills, elevating their professional standards, and enhancing overall productivity to achieve Qatar National Vision 2030.
Al-Yafei underlined that the project comprises two phases with the initial phase involving comprehending, reviewing, and evaluating the current status of training initiatives, identifying needs, and designing structures accordingly.
The subsequent phase will focus on the design of essential tools and guides, facilitating knowledge transfer, and nominating educational partners, he said, adding the anticipated timeline for the project's implementation is six months.

MENAFN22122023000067011011ID1107649469


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Fri, 22 Dec 2023 00:03:00 -0600 Date text/html https://menafn.com/1107649469/Moci-Signs-Pact-With-QFBA-For-Training-And-Professional-Development
How to Set a Corporate Travel Policy: Key Elements, Best Practices, and Compliance No result found, try new keyword!Fact checked by Vikki VelasquezReviewed by Andrew Schmidt A corporate travel policy is a set of guidelines and best practices that govern employee travel. Organizations that have corporate travel ... Fri, 05 Jan 2024 04:08:34 -0600 en-us text/html https://www.msn.com/ Newcastle United outline plans for a new training ground

NEWCASTLE UNITED remain committed to building a new state-of-the-art training complex in the next few years, but the club’s hierarchy feel the building work that is nearing completion at the current Darsley Park site will help reverse much of the decline that had set in under Mike Ashley’s previous regime.

The Magpies’ Saudi Arabia-backed ownership group have been assessing potential sites for a new training facility, with a location at Gosforth Park’s Parklands understood to have been earmarked as the current preferred option.

However, with the planning process yet to begin, the completion of a new training base remains some years off, so resources have been committed to improving the club’s current complex in Little Benton.

Under Ashley, it was felt that investing in the current facility was effectively ‘dead money’ when a move away from Darsley Park was planned at some stage in the future, and as a result, the standard of Newcastle’s training ground lagged markedly behind that of almost all their fellow Premier League clubs.

Work has finally begun to address the shortfall, with Newcastle’s chief executive officer, Darren Eales, adamant it was right to commit resources to the improvements, even though the desire to uproot in the future remains in place.

“It’s a huge shout to the owners, coming in the way they did,” said Eales, who joined Newcastle after previous successful stints at Tottenham and Atlanta United. “Obviously, you had the relegation fight at the time, and the January transfer window, but there have been so many building blocks they’ve already put in place, which is just incredible.

“There’s been so many great things that have happened. One of the things that has been impressive in all of our chaos and stuff going on is looking and saying, ‘Okay, we’ve got the training ground that’s there – how can we incrementally Improve it?’

“Yes, at some stage, with a long-term vision, that’s an area we’re going to look at in terms of a new facility. But it’s still saying, ‘What can we do now that can be done that can help the first team?’”

Building work has been under way for the last couple of months, with Eddie Howe and his first-team squad continuing to work around the ongoing construction.

One of the key improvements is the construction of new hydrotherapy and plunge pools, with a picture of a paddling pool having become emblematic of the perceived underinvestment that blighted Ashley’s years at the helm.

Work is also ongoing to Improve the first-team changing rooms, create new doctor and physio rooms, update the video presentation room and create a new modern players’ lounge and an extended dining area.

“I think they did a great job very quickly in saying, ‘Okay, how can we do some little things like putting a hydro pool in’,” said Eales. “From a rehabilitation perspective, we’ve got the ability now to have that resource. We’ve also been able to create a little bit more space for our medical and sports science.

“With all of those factors, it’s a way to provide incremental benefit to the team. It’s not thinking about, ‘Is that sunk cost if we go somewhere else?’ It’s actually saying, ‘No, we need to deliver to the first team’. It’s not easy, but we’ve got to get stuff done.”

Not, however, that the ongoing work detracts from the longer-term need to construct a new training facility that will enable Newcastle to keep pace with their Premier League rivals.

Leicester City’s new training ground, opened in 2020, was widely praised, while Manchester City’s 80-acre Etihad Campus, opened in 2013 and built at an estimated cost of around £200m, is still widely regarded as a world-leading complex.

“I think it’s an area where we’ve found some incremental improvements,” said Eales. “But clearly, on a long-term vision, the training ground is an area where, if we’re going to get to where we want to get to, we’re going to need those facilities. It’s one of those factors you’re going to need to have in place.”

Wed, 26 Oct 2022 00:30:00 -0500 en text/html https://www.thenorthernecho.co.uk/sport/23079065.newcastle-united-outline-plans-new-training-ground/
AI And Personalization In Marketing

Alan VP of Marketing at Jafton.

AI's integration across sectors, especially marketing, is revolutionizing innovation, emphasizing efficiency and adaptability. Brands now leverage AI to foster deeper, personalized connections with audiences, transforming customer engagement.

Personalization in marketing is paramount. Today's tech-savvy consumers demand unique experiences, making generic campaigns obsolete. AI, analyzing extensive data, pioneers this shift toward hyper-personalized marketing to redefine global marketing strategies.

For marketers and entrepreneurs alike, I believe grasping the interplay between AI and personalization is important for contemporary success.

Understanding AI-Driven Personalization: Background And Benefits

In pre-digital times, marketing personalization was manual, based on broad demographics and direct feedback, and often lacking accuracy. The digital revolution brought an influx of consumer data, but despite early algorithms, genuine personalization was challenging.

The advent of AI and machine learning revolutionized this. Marketers shifted from broad categorizations to focusing on individual behaviors, transitioning from reactive to anticipatory strategies. Essentially, the move from intuition to AI-driven methods underscores technology's transformative role in contemporary marketing.

At its core, AI-driven personalization leverages AI to tailor marketing efforts to individual consumers. It goes beyond traditional data analytics by using machine learning algorithms to predict and adapt to user behaviors in real time.

AI systems process extensive data from sources like browsing histories, purchase records and social media. Take a user interested in athletic wear who recently ran a marathon, for example. AI could merge this data with their social media activity to recommend specific running gear.

Through analyzing such data, AI identifies unique user patterns. As it gathers more data, its understanding sharpens, making its predictions more accurate. This continuous adaptation distinguishes AI-driven personalization from conventional methods. Potential benefits of this approach include:

Enhanced Customer Experience

AI's ability to predict and understand customer preferences in real time ensures that consumers receive content and offers that resonate deeply with their individual needs and desires.

Increased ROI

With more precise targeting, businesses can achieve better conversion rates and customer retention, leading to improved return on investment.

Scalability

AI can handle vast amounts of data, allowing brands to provide personalization at scale, reaching vast audiences with tailored content.

Real-Time Decision Making

AI's capability to make instantaneous decisions based on real-time data ensures that marketing efforts are timely and relevant.

In essence, AI-driven personalization is about harnessing the power of technology to understand and cater to the nuances of individual consumer behavior, making marketing efforts more relevant and effective.

Real-World Applications, Challenges And Considerations

The transformative power of AI-driven personalization is evident in various sectors, reshaping how businesses interact with their consumers. For example, platforms like Amazon utilize AI to suggest products tailored to individual browsing and purchase histories. Streaming services like Netflix or Spotify employ AI to curate content based on user preferences, ensuring that recommendations align with individual tastes. Even AI-driven chatbots provide personalized solutions to customer queries, often predicting needs based on past interactions and preferences.

Data Privacy Concerns

However, with these advancements come challenges. As AI systems rely heavily on user data, there's a fine line between personalization and privacy invasion. Brands must ensure they adhere to data protection regulations and prioritize user consent.

Here are some examples of how companies can adhere to data protection regulations and prioritize user consent in the context of AI systems. One effective approach for brands to consider is the implementation of a comprehensive and transparent data privacy framework:

1. Developing A Clear Data Privacy Policy: This policy should be easily accessible and understandable by users. It must clearly outline what data is collected, how it is used and the steps taken to protect it.

2. User Consent Management: Implement a robust system for obtaining and managing user consent. This includes clear options for users to opt in or out of data collection, with mechanisms that are easy to use and understand.

3. Regular Audits And Compliance Checks: Conduct regular audits to ensure compliance with all relevant data protection regulations (like GDPR, CCPA, etc.). This also involves staying updated with any changes in these laws and adjusting practices accordingly.

4. Investing In Data Security Technologies: Utilize state-of-the-art security technologies to safeguard user data. This includes encryption, secure data storage solutions and regular security assessments.

5. Educating And Training Staff: Ensure all employees are well-versed in data privacy practices and understand the importance of adhering to these policies. Regular training sessions can be beneficial.

6. Transparent Communication With Users: Keep users informed about how their data is being used and any changes in the privacy policy. Transparency builds trust and shows a commitment to protecting user data.

7. Leveraging Privacy-Enhancing Technologies: Use technologies like anonymization, pseudonymization and differential privacy to minimize the risk of data misuse while still deriving valuable insights.

8. User-Centric Design: Design AI systems with user privacy in mind from the outset. This involves considering the implications of data collection and processing on user privacy during the system design phase.

By following these steps, brands can adhere to data protection regulations while demonstrating a commitment to respecting user privacy, enhancing reputation and user trust.

Over-Reliance On AI

While AI offers precision, there's a risk of losing the human touch. Striking a balance between automation and human interaction in marketing, especially when using AI, is crucial to avoid this issue. One strategy I've found effective is a "hybrid marketing model." Here's how this can be approached:

1. Defining Roles For AI And Human Interaction: Delineate the tasks best suited for AI and those that require human intervention. AI is excellent for data analysis, predictive modeling and automation of repetitive tasks, while human expertise is essential for creative content creation, strategy development and nuanced customer service.

2. Personalizing With AI, Engaging With Humans: Use AI to gather insights and personalize marketing efforts, such as targeted advertisements and customized content. However, ensure that human teams are involved in engaging with customers, especially in responding to queries, complaints and feedback.

3. Training And Upskilling Teams: Invest in training marketing teams to work alongside AI. This includes understanding how to interpret AI-generated data and insights and how to apply them in a human-centric way.

4. Feedback Loops: Establish feedback loops where human insights can inform and refine AI algorithms. This helps avoid biases and ensures AI-driven marketing remains relevant and sensitive to customer needs.

5. Ethical And Empathetic Marketing: Embed ethical considerations and empathy in marketing strategies. AI should be used to enhance the customer experience, not manipulate it. Human oversight is key in ensuring the ethical use of data.

6. Augmentation, Not Replacement: Position AI as a tool to augment human capabilities, not replace them. This perspective helps in leveraging AI for efficiency while retaining the human elements that are crucial for brand identity and customer relationships.

7. Experiment And Iterate: Experiment with different blends of AI and human interaction. Iteratively Improve based on results and customer feedback. This adaptive approach allows brands to find the right balance unique to their market and audience.

Conclusion

AI-driven personalization is reshaping marketing, offering unparalleled insights and engagement opportunities with consumers. Its potential is vast, but businesses must balance technological innovation with transparency and ethics.

The future of marketing hinges on not just advanced algorithms but also on genuine connections with consumers. In this evolving landscape, brands that merge AI capabilities with human values can work toward setting the gold standard in personalized marketing, ensuring relevance and trust in every interaction.


Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?


Thu, 04 Jan 2024 21:15:00 -0600 Alan Akilkhanov en text/html https://www.forbes.com/sites/forbescommunicationscouncil/2024/01/05/ai-and-personalization-in-marketing/
China Has New Full-Scale Target Of America’s Ford Supercarrier No result found, try new keyword!China's huge investment in denying U.S. carriers proximity to its shores continues with a familiar-looking new target in its western desert. Thu, 04 Jan 2024 10:41:00 -0600 en-us text/html https://www.msn.com/ Working in hybrid setup? Experts outline workplace etiquette

January 5, 2024 | 11:27am

“With BPO (business process outsourcing) firms now allowed to implement 100 percent work-from-home setup without any adverse impact on their tax incentives, many registered business enterprises (RBEs) are now seen to expand their office footprint outside Metro Manila and fasttrack the setup of their operations in the provinces, long been seen as an untapped resource for BPO players talent wise,” said Tricia Pacete, Colliers Philippines market analyst for office services-landlord.

Pixabay

MANILA, Philippines — Since the COVID-19 pandemic, nothing has ever been the same again.

Even the way we work and play has been altered for life. Before the pandemic happened, people worked in a traditional workplace — an office, a physical one, where the bosses and the staff come to work every day, sit down for meetings, submit hard copies of project studies and other documents (sometimes in tandem with flash drives), and bond over lunch.

While some employees work remotely from home depending on their personal circumstances, Work From Home (WFH) was not the usual arrangement. But now, after the pandemic has officially ended, a big percentage of the work force has remained a WFH squad, thus creating a new work reality called hybrid workplace.

Half of the work force working physically in an office and half virtually present. An ideal situation to keep a basic work force on hand almost all the time. Unfortunately, being relatively new, this hybrid work force does not know yet how to fully conduct itself. There have been no guidelines in place prior to its application during the pandemic. And so, Poly, which is part of HP’s portfolio of hybrid work solutions, has partnered with Debrett’s, the renowned authority on modern etiquette, to ceate a guide for global etiquette in the hybrid workplace. It offers updated advice for the hybrid work era at a time when etiquette in the office—whether at home or at work—has never been more important simply because the hybrid working lifestyle looks like it is here to stay.

“The shift to hybrid work was so abrupt, we’ve not really considered how our behaviour should change to accommodate this new way of working. Should we be amending our behavior to make hybrid work and hybrid meetings feel more normal? Thinking about how to make hybrid meetings feel more natural will create an equal meeting experience, whether people are in the room or dialling-in from home, which can come down to employers providing staff with the right technology and training,” said Samir Sayed, managing director for ASEAN, Korea, Emerging Markets & Pakistan, for Hybrid Work Solutions at HP.

Liz Wyse, etiquette advisor at Debrett’s, added: “With people increasingly splitting their time between the office and home, how we conduct ourselves at work has changed drastically. It is clear that hybrid working offers many benefits, including greater flexibility and a better work-life balance. However, that’s not an excuse to let etiquette slip, and standards should stay the same regardless of where you’re working from. What’s the dress code when working from home? How do you eliminate distractions and present a professional façade online? This guide seeks to answer these questions so that both staff and employers can get the most out of a hybrid working arrangement."

The comprehensive guide offers insight into everything that has to do with working in a hybrid environment — from how to behave on video calls and how to dress yourself and check your background, to body language tips and the importance of eliminating distractions.

Key takeaways from the etiquette guide include:

  • Give a "roya"  wave: Ending a video call can sometimes feel a bit awkward. To make calls feel more friendly and inclusive, you can soften the abrupt finality of pressing ‘End call’ by giving colleagues a goodbye wave.
  • Avoid video motion sickness: Stay in a fixed position during video calls. Carrying your device around while you answer the door or wander around the office during video calls risks giving your colleagues a bad dose of motion sickness.
  • No meeting munchies: You should try to avoid eating when you’re doing a video call. You don’t want people to focus on the contents of your lunch rather than what you’re saying. It’s preferable to eat before you join a meeting.
  • Beware of the danger of diversions: Your home is full of diversions. Be it domestic chores, the garden or visits to the fridge – it’s all too easy to wander around doing jobs or making snacks, which ultimately distracts you from your job and impacts your productivity.
  • Eliminate virtual background clutter: Indulge in a little set-dressing before your call. Evaluate your video background. Try to eliminate chaotic bookshelves, discarded clothing, empty take-away containers and distracting artwork. You want your colleagues to focus on you, not your background.
  • Say no to stoic sickness syndrome: Do not struggle into the office if you are suffering from a cough or cold or anything contagious. Nobody will applaud your stoicism.
  • No meeting multitasking: It’s inappropriate to multitask during meetings. An example is looking at your phone. It is also very bad form to carry on working while answering a call. Everybody will realize that your mind is elsewhere and hear the incriminating clatter of your keyboard.
  • Mute your work mates: Noise in the office can be distracting when joining calls. It’s quite acceptable to politely ask your colleagues—or the people in your house—to keep their voices down and to turn down their radio or music.
  • Dress for success: People will choose to wear more relaxed, comfortable clothing when working from home, but it’s important to be aware of the psychological impact of truly letting yourself go. Aim to dress as if you are in the room with other meeting attendees.
  • Embrace long pauses: Don’t be alarmed by long pauses during meetings and scramble to fill such pauses with chatter. They are an invaluable way of giving people space to interject or expound.

On the part of the company, instead of giving everyone the same equipment, admin should understand how people like to work and collaborate, and also check out the spaces that they use when working at home —most importantly, their home office setup. This can be used to tailor the equipment provided, allowing employees to look their best, be heard, feel included and avoid distraction, regardless of whether they’re working from home or in the office.

Thu, 04 Jan 2024 13:27:00 -0600 text/html https://www.philstar.com/lifestyle/business-life/2024/01/05/2293530/working-hybrid-setup-experts-outline-workplace-etiquette
Rovers outline testing plan ahead of return to training

The Rovers players and staff members have today undergone testing for COVID-19 ahead of the club’s return to training next week.

In all, 27 players and 17 staff have undertaken the tests, monitored and supervised by Rovers’ Club Doctor, Chris Dalton, and Head of Physiotherapy, Andy Mitchell.

The Rovers squad haven’t trained together since the season was first suspended on March 13, but intend to do so again from Monday.

This will see the players train in groups of no more than five per pitch, and observing social distancing, with twice weekly tests continuing to be carried out.

Three staff members will be allowed to supervise each pitch, and the club say that communal areas, including the dressing rooms, dining room, indoor pitch, recreation room and gym, will remain closed

Should anyone provide a positive test, then they will be told to isolate for at least seven days.

The club said: “On resumption of training, all players and staff who visit the training ground will be submitted to two further tests per week. Daily health questionnaires and temperature checks will also be carried out.

“Over latest weeks, the club has worked tirelessly behind the scenes to produce a detailed medical protocol document, outlining the strict measures to be imposed, to ensure the training facilities are as safe as they possibly can be for the players and staff returning to training, as we move a step closer to the resumption of the 2019-20 Championship season.”

Fri, 22 May 2020 00:11:00 -0500 en text/html https://www.lancashiretelegraph.co.uk/sport/18468965.rovers-outline-testing-plan-ahead-return-training/




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