mirror of
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Improve text exporter adding notes.
This commit is contained in:
Paulo Gustavo Veiga
parent
2a43f3310f
commit
df7d53eacd
@ -227,7 +227,7 @@ class MultilineTextEditor extends Events {
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this._containerElem.css(style);
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}
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private _setText(text: string) {
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private _setText(text: string): void {
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const textareaElem = this._getTextareaElem();
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textareaElem.val(text);
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this._adjustEditorSize();
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@ -18,6 +18,7 @@
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import { Mindmap } from '../..';
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import INodeModel from '../model/INodeModel';
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import LinkModel from '../model/LinkModel';
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import NoteModel from '../model/NoteModel';
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import Exporter from './Exporter';
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class TxtExporter extends Exporter {
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@ -32,26 +33,29 @@ class TxtExporter extends Exporter {
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const { mindmap } = this;
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const branches = mindmap.getBranches();
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const txtStr = this.traverseBranch('', branches);
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const txtStr = this.traverseBranch('', '', branches);
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return Promise.resolve(txtStr);
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}
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private traverseBranch(prefix: string, branches: INodeModel[]) {
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private traverseBranch(indent: string, prefix: string, branches: INodeModel[]) {
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let result = '';
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branches
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.filter((n) => n.getText() !== undefined)
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.forEach((node, index) => {
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result = `${result}${prefix}${index + 1} ${node.getText()}`;
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result = `${result}${indent}${prefix}${index + 1} ${node.getText()}`;
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node.getFeatures().forEach((f) => {
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const type = f.getType();
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if (type === 'link') {
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result = `${result} [link: ${(f as LinkModel).getUrl()}]`;
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result = `${result}\n ${indent} [Link: ${(f as LinkModel).getUrl()}]`;
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}
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if (type === 'note') {
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result = `${result}\n${indent} [Note: ${(f as NoteModel).getText()}]`;
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}
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});
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result = `${result}\n`;
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if (node.getChildren().filter((n) => n.getText() !== undefined).length > 0) {
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result += this.traverseBranch(`\t${prefix}${index + 1}.`, node.getChildren());
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result += this.traverseBranch(`\t${indent}`, `${prefix}${index + 1}.`, node.getChildren());
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}
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});
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return result;
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@ -22,7 +22,7 @@ import { diff } from 'jest-diff';
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import { expect } from '@jest/globals';
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import Exporter from '../../../src/components/export/Exporter';
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const saveOutputRecord = false;
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const saveOutputRecord = true;
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export const setupBlob = () => {
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// Workaround for partial implementations on Jest:
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@ -24,6 +24,12 @@
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1.12 Actividades centradas en el contexto cercano
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1.13 Flexibilidad en el uso de las lenguas de trabajo (inglés, castellano, esukara?)
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1.14 Complementamos el trabajo de la escuela
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[Note: Todos los contenidos de los talleres están relacionados con el currículo de la enseñanza básica.
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A diferencia de la práctica tradicional, pretendemos ahondar en el conocimiento partiendo de lo que realmente interesa al niño o niña,
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ayudándole a que encuentre respuesta a las preguntas que él o ella se plantea.
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Por ese motivo, SaberMás proyecta estar al lado de los niños que necesitan una motivación extra para entender la escuela y fluir en ella,
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y también al lado de aquellos a quienes la curiosidad y las ganas de saber les lleva más allá.]
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1.14.1 Cada uno va a su ritmo, y cada cual pone sus límites
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1.14.2 Aprendemos todos de todos
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1.14.3 Valoramos lo que hemos aprendido
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@ -1,13 +1,16 @@
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1 Indicator needs
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1.1 Which new measures
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[Note: Identifying new measures or investments that should be implemented.]
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1.1.1 Landscape of measures
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1.1.1.1 Diversity index of innovation support instruments in the region
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[Note: Number of different innovations policy instruments existing in the region as a share of a total number representing a full typology of instruments]
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1.1.1.2 Existing investments in measures
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1.1.2 What other regions do differently
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1.1.2.1 Balance of measure index
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1.1.2.2 Profile comparison with other regions
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1.1.2.3 Number of specific types of measures per capita
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1.2 How to design & implement measures
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[Note: Understanding how to design the details of a particular measure and how to implement them.]
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1.2.1 Good practices
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1.2.2 Diagnostics
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1.2.2.1 Internal business innovation factors
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@ -34,7 +37,9 @@ highly cited scientific article in the whole Federation)
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1.2.2.2.13 Number of innovative companies to the number of researchers
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1.2.2.2.14 Volume of license agreements to the volume of R&D support from the regional budget
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1.3 How much effort: where & how
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[Note: Understanding the level of effort the region needs to take to compete on innovation and where to put this effort]
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1.3.1 The bottom-line
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[Note: This is what policy makers care about in the end]
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1.3.1.1 Wages
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1.3.1.1.1 Dynamics of real wages
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1.3.1.1.2 Average wage (compare to the Fed)
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@ -54,13 +59,17 @@ highly cited scientific article in the whole Federation)
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1.3.2.1.3 Manufacturing value added per capita (non-natural resource-based)
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1.3.2.2 The enabling environment
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1.3.2.2.1 Ease of doing business
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[Note: WB]
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1.3.2.2.1.1 Level of administrative barriers (number and cost of administrative procedures)
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1.3.2.2.2 Competition index
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[Note: GCR]
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1.3.2.2.3 Workforce
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1.3.2.2.3.1 Quality of education
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[Note: GCR]
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1.3.2.2.3.1.1 Inrease in the number of International students
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1.3.2.2.3.2 Quantity of education
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1.3.2.2.3.2.1 Participation in life-long learning
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[Note: per 100 population aged 25-64]
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1.3.2.2.3.2.2 Increase in literarecy
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1.3.2.2.3.2.3 Amount of university and colleague
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students per 10 thousands population
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@ -71,6 +80,7 @@ the total amount of population at the working age
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1.3.2.2.3.2.7 Access to training, information, and consulting support
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1.3.2.2.3.3 Science & engineering workforce
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1.3.2.2.3.3.1 Availability of scientists and engineers
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[Note: GCR]
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1.3.2.2.3.3.2 Amount of researches per 10 thousands population
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1.3.2.2.3.3.3 Average wage of researches per average wage in the region
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1.3.2.2.3.3.4 Share of researchers in the total number of employees in the region
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@ -89,6 +99,7 @@ the total amount of population at the working age
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1.3.2.2.5.2.2 Number of Business Angels
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1.3.2.2.6 ICT
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1.3.2.2.6.1 ICT use
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[Note: GCR]
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1.3.2.2.6.2 Broadband penetration
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1.3.2.2.6.3 Internet penetration
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1.3.2.2.6.4 Computer literacy
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@ -98,11 +109,13 @@ the total amount of population at the working age
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1.3.2.3.1.1.1 foreign JVs
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1.3.2.3.1.1.2 Inflow of foreign direct investments in high-technology industries
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1.3.2.3.1.1.3 Foreign direct investment jobs
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[Note: : the percentage of the workforce employed by foreign companies [%]. ]
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1.3.2.3.1.1.4 FDI as a share of regional non natural resource-based GRP
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1.3.2.3.1.1.5 Number of foreign subsidiaries operating in the region
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1.3.2.3.1.1.6 Share of foreign controlled enterprises
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1.3.2.3.1.2 Exports
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1.3.2.3.1.2.1 Export intensity in manufacturing and services
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[Note: : exports as a share of total output in manufacturing and services [%].]
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1.3.2.3.1.2.2 Share of high-technology export in the total volume
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of production of goods, works and services
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1.3.2.3.1.2.3 Share of innovation production/serivces that goes for export,
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@ -110,12 +123,17 @@ by zones (EU, US, CIS, other countries
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1.3.2.3.1.3 Share of high-technology products in government procurements
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1.3.2.3.2 Entrepreneurship culture
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1.3.2.3.2.1 Fear of failure rate
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[Note: GEM]
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1.3.2.3.2.2 Entrepreneurship as desirable career choice
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[Note: GEM]
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1.3.2.3.2.3 High Status Successful Entrepreneurship
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[Note: GEM]
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1.3.2.3.3 Collaboration & partnerships
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1.3.2.3.3.1 Number of business contracts with foreign partners for R&D collaboration
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1.3.2.3.3.2 Share of R&D financed from foreign sources
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[Note: UNESCO]
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1.3.2.3.3.3 Firms collaborating on innovation with organizations in other countries
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[Note: CIS]
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1.3.2.3.3.4 Share of Innovative companies collaborating
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with research institutions on innovation
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1.3.2.3.3.5 Number of joint projects conducted by the local comapnies
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@ -123,6 +141,7 @@ with research institutions on innovation
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1.3.2.3.3.6 science and industry links
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1.3.2.3.4 Technology absorption
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1.3.2.3.4.1 Local supplier quality
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[Note: GCR]
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1.3.2.3.4.2 Share of expenditures on technological innovations
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in the amount of sales
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1.3.2.3.4.3 Number of purchased new technologies
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@ -137,6 +156,7 @@ in the amount of sales
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1.3.2.3.5.1 Share of innovative companies
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1.3.2.3.5.2 Business R&D expenditures per GRP
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1.3.2.3.5.3 Factors hampering innovation
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[Note: CIS, BEEPS]
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1.3.2.3.5.4 Expenditure on innovation by firm size
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1.3.2.3.5.5 R&D and other intellectl property products
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1.3.2.3.5.6 Growth of the number of innovative companies
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@ -147,7 +167,9 @@ in the amount of sales
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1.3.2.3.5.7.4 Volume of innovation production per capita
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1.3.2.3.6 Entrepreneurial activities
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1.3.2.3.6.1 New business density
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[Note: Number of new organizations per thousand working age population (WBI)]
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1.3.2.3.6.2 Volume of newly registered corporations
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[Note: (as a percentage of all registered corporations)]
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1.3.2.3.6.3 Share of gazelle companies in the total number of businesses
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1.3.2.3.7 R&D production
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1.3.2.3.7.1 Outputs
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@ -185,6 +207,7 @@ and large companies by university size
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1.3.2.4.1.3.2 Number of foreign patents granted per staff
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1.3.2.4.1.4 Supportive measures
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1.3.2.4.1.4.1 Diversity index of university entrepreneurship support measures
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[Note: Number of measures offered by the unversity within a preset range (NCET2 survey)]
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1.3.2.4.1.5 Commercialization
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1.3.2.4.1.5.1 Licensing
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1.3.2.4.1.5.1.1 Academic licenses: Number of licenses
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@ -203,7 +226,9 @@ of total institutional budget (up to a cap)
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1.3.2.4.1.5.3.5 Difficulties faced by research organization in collaborating with SMEs
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1.3.2.4.2 Private market
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1.3.2.4.2.1 Number of innovation & IP services organizations
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[Note: (design firms, IP consultants, etc.)]
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1.3.2.4.2.2 Number of private innovation infrastructure organizations
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[Note: (e.g. accelerators, incubators)]
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1.3.2.4.2.3 Access to certification and licensing for specific activities
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1.3.2.4.2.4 Access to suppliers of equipment, production and engineering services
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1.3.2.4.3 Innovation infrastructure
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@ -215,11 +240,14 @@ of total institutional budget (up to a cap)
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1.3.2.4.3.1.5 Volume of venture financing from the regional budget
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1.3.2.4.3.2 Volume of state support per one company
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1.4 What to do about existing measures
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[Note: Understanding which measures should be strengthened, dropped or improved, and how.]
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1.4.1 Demand for measure
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1.4.1.1 Quality of beneficiaries
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1.4.1.1.1 Growth rates of employment in supported innovative firms
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1.4.1.1.2 Growth rates of employment in supported innovative firms
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1.4.1.1.3 Role of IP for tenants/clients
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[Note: WIPO SURVEY OF INTELLECTUAL PROPERTY SERVICES OF
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EUROPEAN TECHNOLOGY INCUBATORS]
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1.4.1.1.4 Share of tenants with innovation activities
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1.4.1.1.5 Gazelle tenant: Share of tenants with
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annual revenue growth of more than 20%
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@ -247,6 +275,7 @@ select and apply for regional and federal support schemes
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1.4.1.4.4 Increase in the number of start-ups applying for a place in the incubators
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1.4.2 Inputs of measures
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1.4.2.1 Qualified staff
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[Note: JL: not sure how this would be measured]
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1.4.2.2 Budget per beneficiary
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1.4.3 Performance of measure
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1.4.3.1 Implementation of measure
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@ -275,6 +304,7 @@ several programs with different leverage)
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1.4.4.5 Volume of attracted money per one ruble
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of regional budget expenditures on innovation projects
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1.5 What investments in innovative projects
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[Note: Understanding what investments should be made in innovative projects.]
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1.5.1 Competitive niches
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1.5.1.1 Clusters behavior
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1.5.1.1.1 Cluster EU star rating
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@ -1,11 +1,22 @@
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1 Observation
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[Note: Always ask ]
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2 Data Analysis
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[Note: You always check your data to see if it is correct and then you check it and organize the data that you have to make sure that it is right ]
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3 Organizing Data
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[Note: Organize your data when you are doing an experiment ]
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4 Questions
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[Note: Always ask your self a question when analysis the data it is a good idea to do.]
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5 Hypothesis
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[Note: You make your hypothesis when you are making your observation.]
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6 Experiment
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[Note: Always analysis your data and keep it in order when you are doing an experiment.]
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7 Variable
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[Note: A major factor that can change the outcome in an experiment.]
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8 Independent Variable
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[Note: When you change it you the see affect or the aftermath of what happened ]
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9 Control Group
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[Note: A test That can be compared ]
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10 Dependent Variable
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[Note: Changes the outcome of the other variables]
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11 Constant
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[Note: Doesnt Change at all maybe once and a while but never that often]
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@ -1,12 +1,15 @@
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1 PPM Plan
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1.1 Business Development
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1.2 Backlog Management [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
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1.2 Backlog Management
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[Link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
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1.3 Freeform IT
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1.4 Client Project Management
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1.5 Governance & Executive
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1.6 Finance
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1.7 Administration
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1.8 Human Resources
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[Note: HR Vision: Freeform Solutions is successful at its mission, sustainable as an organization AND is a great place to work.
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HR Mission: To provide a positive HR service experience for applicants and employees, and collaborate with departments to recruit, develop, support, and retain diverse and talented employees who are the key to Freeform’s reputation and success.]
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1.9 Freeform Hosting
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1.10 Community Outreach
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1.11 R&D
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@ -14,30 +17,74 @@
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1.11.2 Formulize
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1.12 Probono
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2 Strategy 2: Talent Development
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[Note: Strategy #2: Support the talent development of our employees through professional development and learning and through improved performance management.]
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2.1 Strategic Priority 2a: Personal Plans
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[Note: Each employee will have a personal Professional Development Plan. ]
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2.2 Strategic Priority 2b: External learning matches organ. goals
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[Note: Each department of Freeform will identify areas that need development to meet overall FS goals. Eg. Project Manager may identify needed improvement in a development tool. Or... Bus. Dev. may identify a new need in NFP that FS could fill within mandate, if training were provided. Professional Dev. priority will be given to proposals for development with clear ROIs.]
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2.3 Strategic Priority 2c: Learning Environment
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[Note: Learning and innovation are an essential part of providing the best solutions to NFPs. Cost effective internal learning and time to explore innovation will be encouraged, provided they conform with organization goal and clear ROI is demonstrated.]
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2.4 So That...
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[Note: (So that... our employees have improved skills and knowledge, So that... they are highly competent and can work well in agile teams and feel fulfilled and self actualized... So that we can so the best work possible, for the least cost, in the shortest time for other NFPs, So that... NFPs can help those who need it.)]
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3 Strategy 4: Inclusive, Positive Environment
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[Note: Strategy #4: Foster a diverse, inclusive community with a positive work environment.]
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3.1 Strategic Priority 4a:Feedback
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[Note: Conduct regular organizational feedback assessments and collaborate to improve the work climate]
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3.2 Strategic Priority 4b: Anti Harassment
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[Note: Educate employees on the prevention of harassment and discrimination and productive ways to resolve conflict]
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3.3 Strategic Priority 4c: Diversity
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[Note: Insure we promote our commitment to diversity and non-discrimination through our actions and in our outreach and employee recruitment efforts]
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3.4 So That...
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[Note: (So that... we can reflect the diverse populations we serve AND ensure everyone feels safe, respected and included, So that... we better serve our diverse client organizations AND we are a great place to work )]
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4 Strategy 1: Recruit & Retain
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[Note: Recruit and retain top talent commensurate with identified organizational capacity requirements ]
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4.1 So that...
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[Note: (So that... we find and keep good people, So that... they are highly competent and can work well in agile teams... So that we can so the best work possible, for the least cost, in the shortest time for other NFPs, So that... NFPs can help those who need it.)]
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4.2 Strategic Priority 1a: Recruitment
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[Note: 1. Identify and use proactive and effective recruitment strategies, ]
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4.2.1 Modify App Form
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[Note: Recently, I saw a few job posts sent through different community
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groups and they seem to be taking our idea of screening candidates
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to a next level. Not only they ask candidates to provide resume and
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cover letter + some project related information but also request
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written answers to questions like "Why are you interested in this
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position" etc. That allows to screen out people who just submit
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multiple resumes to multiple organizations without really applying
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for that particular job and it would make our interview process more
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straightforward, knowing answers to some questions.
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For example, we may want to always include in the screening
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questions:
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- Why do you want to work for Freeform Solutions?
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- Why are you interested in this position?
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- What's your experience working with NFP?
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- What's your experience working with Open Source software?
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etc.
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I also saw that people ask for references up front, in that
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submissions form. We could include the HR requirement that Heather
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brought recently for "permissions to ask your references about you"
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in the online form so that we don't have to follow up with this
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later.
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Attached below a sample of such screening questions]
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4.2.2 Strategy integrated with hiring plan
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[Note: Hiring plan should be comprehensive... not Agile or Iterative, in the sense that staff capacity and skill needs should be met within at least a six month plan. If three Drupal developers are needed, the hiring should be done concurrently to minimize HR costs and time.]
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4.3 Strategic Priority 1b: Hiring
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[Note: 2. Continue to practice our unique Freeform hiring process that balances fit with the Freeform culture and best talent ]
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4.4 Strategic Priority 1c: Onboarding
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[Note: ]
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4.4.1 3 Month Onboarding Process
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4.4.2 Tools & Guidelines
|
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4.4.3 Mentoring
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4.5 Strategic Priority 1d: Incentives
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[Note: 5. Explore incentives - monetary, benefits, fulfilment - needed to encourage top talent to work for and remain working for an NFP]
|
||||
4.5.1 Raises
|
||||
4.5.2 Benefits
|
||||
4.5.3 Rewards Message
|
||||
[Note: Create a total rewards message to encourage prospective and current employees to understand the full value of working for Freeform]
|
||||
4.6 Strategic Priority 1e: Offboarding
|
||||
[Note: Assess and address reasons why talented people leave Freeform]
|
||||
5 Business Development Plan
|
||||
5.1 Goals
|
||||
5.1.1 Increase new clients
|
||||
@ -62,17 +109,44 @@
|
||||
9.3 Supportive Systems Plan
|
||||
10 Board and C Planning
|
||||
10.1 Mission Statements
|
||||
[Note: In the absence of one clearly defined mission statement, we have reviewed various expressed mission statement as following
|
||||
|
||||
Objects of Incorporation in Letters Patent
|
||||
The objects of the Corporation are:To provide solutions that facilitate the effective use of information technology in not-for-profit, non-governmental, and charitable organizations throughout Canada, to support and improve their mission delivery.
|
||||
2006 Strategic Business Plan - Brand Positioning
|
||||
We are a nonprofit dedicated to helping other nonprofits understand and employ technology appropriately and effectively to support their mission. Our mission is to provide flexible consulting, website development, and Internet hosting solutions that give you peace of mind and help you stay focused on your mission.
|
||||
Freeform One Page (Freeform Wiki)
|
||||
About Freeform Solutions: Freeform Solutions is a not-for-profit organization. Our mission is help (sic) other not-for-profits organizations to build their capacity and increase their effectiveness.
|
||||
Result of Google search for “Freeform Solutions mission”
|
||||
Freeform Solutions is a not-for-profit organization. Our mission is to help other not-for-profits use technology to build their capacity and increase their effectiveness. (www.freeformsolutions.ca/en/files/AboutFreeformSolutions.pdf
|
||||
Freeform Solutions (www.freeformsolutions.ca) is a non profit organization. Our mission is to help other non-profit organizations to realize their missions through the appropriate deployment of information and knowledge management systems.www.freeformsolutions.ca/en/sites/default/.../virtual.volunteering.pdf
|
||||
We are a not-for-profit organization (NFP) that helps other NFPs use IT to achieve their organizational goals and better serve their communities. Freeform Solutions is a nonprofit organization dedicated to helping other nonprofit organizations understand and employ technology appropriately and effectively to support their missions. Our mission is to provide flexible consulting, website development, and hosting solutions http://socialinnovation.ca/community/organizations/freeform-solutions
|
||||
Freeform Solutions is a not-for-profit organization, with a mission to help other not-for-profits use technology more effectively to meet their own missions. http://timreview.ca/article/387
|
||||
Freeform Solutions – their mission: “we help not-for-profit organisations use technology to build their capacity and increase their effectiveness. http://www.warnerlaw.ca/links/community-organisations-and-local-businesses/
|
||||
Freeform Solutions is a not-for-profit organization with a mission to help other not-for-profits use technology to meet their goals. http://xoops.org/modules/news/article.php?storyid=3860
|
||||
At Freeform Solutions, we have a mission to help not-for-profit and public sector organizations use technology more effectively. http://osbrca.blogspot.ca/2010/07/development-commons-approach.html
|
||||
Freeform Solutions Facebook Page
|
||||
Mission: Freeform Solutions is a not-for-profit organization (NFP) that helps other NFPs use IT to achieve their organizational goals and better serve their communities.
|
||||
The current Freeform Solutions website
|
||||
We started Freeform to help NFPs use IT to achieve their organizational goals and better serve their communities - to support and improve their mission delivery. Our mission is to strengthen the capacity of NFPs and the voluntary sector, and to help build a civil society.]
|
||||
10.2 Values
|
||||
10.3 Bylaw Review
|
||||
10.4 Policies
|
||||
10.5 Business Plan
|
||||
11 Strategy 3: Safety and Wellness
|
||||
[Note: Strategy # 3: Promote the achievement of safety and wellness in our virtual employee community.]
|
||||
11.1 Strategic Priority 3a: H&S Policies & Practices
|
||||
[Note: Continuing improvement in Health and Safety policies and practices & compliance with OHSC legislation]
|
||||
11.2 Strategic Priority 3b: Health Promotion
|
||||
[Note: Promoting safety, work-life balance, self-care, ergonomics and other factors for wellness and productivity in a virtual workplace environment]
|
||||
11.2.1 Health and Wellness Committee
|
||||
11.2.2 Work-life Balance Initiative [link: http://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfm]
|
||||
[Note: The Freeform H&S rep will lead a Health and Wellness Committee to responsible for recognizing health and safety concerns and identifying solutions.]
|
||||
11.2.2 Work-life Balance Initiative
|
||||
[Link: http://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfm]
|
||||
11.3 So that...
|
||||
[Note: (So that... our employees remain well and safe, So that... they are highly competent and can work well in agile teams and feel fulfilled and self actualized... So that we can so the best work possible, for the least cost, in the shortest time for other NFPs, So that... NFPs can help those who need it.)]
|
||||
12 Benefits
|
||||
[Note: As Freeform Employees we will have benefits reviewed in light of our priorities and cost to Freeform]
|
||||
12.1 As Freeform Staff
|
||||
12.2 Responsibility: HZ, JC
|
||||
12.3 Release 3
|
||||
@ -81,14 +155,17 @@
|
||||
12.6 Have JC & HZ consult with staff
|
||||
12.7 Have best benefits we can afford
|
||||
12.8 So that...
|
||||
[Note: so that our efforts to excel are rewarded.]
|
||||
13 Community Outreach Plan
|
||||
13.1 Goals
|
||||
13.2 CSI
|
||||
13.3 Drupal Community
|
||||
13.4 CiviCRM
|
||||
13.5 Other
|
||||
14 Backlog Plan [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
14.1 Go To Backlog Plan [link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
14 Backlog Plan
|
||||
[Link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
14.1 Go To Backlog Plan
|
||||
[Link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit]
|
||||
15 Strategy Prospecting
|
||||
16 Stategies: Forecasting
|
||||
17 Strategies Marketing
|
||||
@ -98,37 +175,61 @@
|
||||
18.3 Release
|
||||
18.4 Have Heather write procedures for exit interview process
|
||||
18.5 So that
|
||||
[Note: We learn from our mistakes and missed opportunities in future with the goal of keeping the best talent.]
|
||||
19 3 Month Onboarding Process
|
||||
20 Human Resources Plan
|
||||
20.1 Related Org Objectives
|
||||
20.1.1 1
|
||||
[Note: Attract, build and retain a motivated, agile, knowledgeable team of Top Talent that loves to “come” to work]
|
||||
20.1.2 2
|
||||
[Note: Maintain level of human resource capacity and skill to meet planned growth and client contractual commitments]
|
||||
20.1.3 3
|
||||
[Note: Conform to all legislated requirements]
|
||||
20.1.4 4
|
||||
[Note: Minimize and mitigate risk to the organization]
|
||||
20.2 Related Documents
|
||||
[Note: MIssion, Values, Principles, Org Business Plan, Human Resources Policy Manual]
|
||||
20.3 Goals
|
||||
20.3.1 Goal:Staff=Optimal Bus. Growth
|
||||
[Note: Human resource capacity will remain at a level to meet planned growth growth objectives and client contractual commitments]
|
||||
20.3.1.1 So that...
|
||||
20.3.1.2 Related Strategic Priorities:
|
||||
20.3.1.3 KPI: HR Level equals Planned Growth
|
||||
20.3.1.4 Methodology
|
||||
[Note: Schedule of required HR capacity vs. actual HR capacity. Variance + or - 1]
|
||||
20.3.1.4.1 Target
|
||||
[Note: = + or - 1]
|
||||
20.3.2 Goal: Increase Job Satisfaction
|
||||
20.3.2.1 So That
|
||||
[Note: Establish better relationships.
|
||||
Identify with the new employer.
|
||||
Build a great attitude with the company.]
|
||||
20.3.2.2 Related Strategic Priorities
|
||||
20.3.2.3 KPI: Employee Satisfaction
|
||||
20.3.2.4 Methodology
|
||||
[Note: Percentage of improvement in employee reported job satisfaction based on survey vs previous year. Base level to be established in first year. ]
|
||||
20.3.2.4.1 Target
|
||||
[Note: Base level 1st year]
|
||||
20.3.3 Goal: Improve Performance
|
||||
[Note: To increase knowledge, skills and experience of the Freeform staff relevant to organizational priorities.]
|
||||
20.3.3.1 So That
|
||||
[Note: Clarify expectations.
|
||||
Understand values and priorities.
|
||||
Decrease the learning curve.]
|
||||
20.3.3.2 Related Strategic Priorities
|
||||
[Note: 1]
|
||||
20.3.3.3 KPI: Employee Performance
|
||||
20.3.3.4 Methodology
|
||||
20.3.3.4.1 Target
|
||||
20.3.4 Goal: Reduce Turnover
|
||||
[Note: To reduce turnover of Top Talent.]
|
||||
20.3.4.1 So That
|
||||
[Note: Provide support through feedback.
|
||||
Help the employee feel valued.
|
||||
Again, decrease the learning curve.]
|
||||
20.3.4.2 Related Strategic Priorities
|
||||
20.3.4.3 KPI: Retention Rate
|
||||
20.3.4.4 Methodology
|
||||
20.3.4.4.1 Target
|
||||
20.3.5 Risk & Compliance
|
||||
[Note: To eliminate or minimize risk and to comply with all legislated requirements. ]
|
||||
|
||||
@ -1,4 +1,5 @@
|
||||
1
|
||||
[Note: ]
|
||||
1.1 objectifs journée
|
||||
1.1.1 "business plan" associatif ?
|
||||
1.1.2 modèle / activités responsabilités
|
||||
|
||||
@ -35,9 +35,11 @@ the other hand, strategies alternative to BRIDGE clearly
|
||||
failed to accurately estimate the variance of trait values. This
|
||||
indicates that in situations where accurate estimation of plotlevel
|
||||
variance is desired, complete censuses are essential.
|
||||
[Note: Isso significa que estudos de característica de história de vida compensam? Ver nos m&m.]
|
||||
1.1.8 We suggest that, in these studies,
|
||||
the investment in complete sampling may be worthwhile
|
||||
for at least some traits.
|
||||
[Note: Falar que isso corrobora nossa sugestão de utilizar poucas medidas, mas que elas sejam confiáveis.]
|
||||
1.2 Chazdon 2010. Biotropica. 42(1): 31–40
|
||||
1.2.1 Here, we develop a new approach that links functional attributes
|
||||
of tree species with studies of forest recovery and regional
|
||||
|
||||
@ -1,4 +1,5 @@
|
||||
1 أَبْجَدِيَّة عَرَبِيَّة
|
||||
1.1 أَبْجَدِيَّة عَرَبِ
|
||||
[Note: This is a not in languange أَبْجَدِيَّة عَرَبِ]
|
||||
1.2 Long text node:
|
||||
أَبْجَدِيَّة عَرَب
|
||||
|
||||
@ -1,13 +1,19 @@
|
||||
1 NIF (NORMAS DE INFORMACIÓN FINANCIERA)
|
||||
2 NIF D
|
||||
[Note: Beneficios a los empleados,impuestos a la utilidad, arrendamientos y capitalización de resultado integral .]
|
||||
2.1 Normas aplicables a problemas de determinación de resultados
|
||||
3 CIRCULANTES
|
||||
[Note: Tratamiento contable de los gastos de registro, colocación, unidades de inversión, aplicación supletoria etc.]
|
||||
3.1 Adquisición temporal de acciones propias
|
||||
4 NIF A [link: http://www.youtube.com/watch?v=7YN-sOlkQp0]
|
||||
4 NIF A
|
||||
[Link: http://www.youtube.com/watch?v=7YN-sOlkQp0]
|
||||
4.1 Marco conceptual
|
||||
5 NIF C [link: https://sites.google.com/site/contabilidadimcpnif/estructura-de-las-nif]
|
||||
5 NIF C
|
||||
[Link: https://sites.google.com/site/contabilidadimcpnif/estructura-de-las-nif]
|
||||
5.1 Normas aplicables a conceptos específicos de los estados financieros
|
||||
6 NIF E
|
||||
[Note: Agricultura y donativos recibidos u otorgados con propósitos no lucrativos.]
|
||||
6.1 Normas aplicables alas actividades especializadas de distintos sectores
|
||||
7 NIF B [link: http://www.contaduria.uady.mx/files/cuerpo-acad/caef/aief/resumen_NIF_marco_conceptual.pdf]
|
||||
7 NIF B
|
||||
[Link: http://www.contaduria.uady.mx/files/cuerpo-acad/caef/aief/resumen_NIF_marco_conceptual.pdf]
|
||||
7.1 Normas aplicables a los estados financieros en su conjunto
|
||||
|
||||
@ -29,7 +29,8 @@
|
||||
1.5.1.1 Orange County Eye and Transplant Bank
|
||||
1.5.1.2 Northern California Transplant Bank
|
||||
1.5.1.2.1 In 2010, 2,500 referrals forwarded to OneLegacy
|
||||
1.5.1.3 Doheny Eye and Tissue Transplant Bank [link: http://www.dohenyeyebank.org/]
|
||||
1.5.1.3 Doheny Eye and Tissue Transplant Bank
|
||||
[Link: http://www.dohenyeyebank.org/]
|
||||
1.5.2 OneLegacy
|
||||
1.5.2.1 In 2010, 11,828 referrals
|
||||
1.5.3 San Diego Eye Bank
|
||||
|
||||
@ -1,13 +1,15 @@
|
||||
1 Welcome To WiseMapping
|
||||
1.1 5 min tutorial video ?
|
||||
Follow the link ! [link: https://www.youtube.com/tv?vq=medium#/watch?v=rKxZwNKs9cE]
|
||||
Follow the link !
|
||||
[Link: https://www.youtube.com/tv?vq=medium#/watch?v=rKxZwNKs9cE]
|
||||
1.2 Try it Now!
|
||||
1.2.1 Double Click
|
||||
1.2.2 Press "enter" to add a
|
||||
Sibling
|
||||
1.2.3 Drag map to move
|
||||
1.3 Features
|
||||
1.3.1 Links to Sites [link: http://www.digg.com]
|
||||
1.3.1 Links to Sites
|
||||
[Link: http://www.digg.com]
|
||||
1.3.2 Styles
|
||||
1.3.2.1 Fonts
|
||||
1.3.2.2 Topic Shapes
|
||||
@ -24,8 +26,10 @@ Sibling
|
||||
1.5.2 Brainstorming
|
||||
1.5.3 Visual
|
||||
1.6 Install In Your Server
|
||||
1.6.1 Open Source [link: http://www.wisemapping.org/]
|
||||
1.6.2 Download [link: http://www.wisemapping.com/inyourserver.html]
|
||||
1.6.1 Open Source
|
||||
[Link: http://www.wisemapping.org/]
|
||||
1.6.2 Download
|
||||
[Link: http://www.wisemapping.com/inyourserver.html]
|
||||
1.7 Collaborate
|
||||
1.7.1 Embed
|
||||
1.7.2 Publish
|
||||
|
||||
Loading…
Reference in New Issue
Block a user