Hello, this is Mark French from CERA. Regarding the issue, that the principles the company needs to follow in order to decide the employee development, I need to say something. I understand that the employee development is a major issue for the company. In CERA, we need to judge some of the following things in order to allocate the employees development factors. The company needs to check how the employee development has improved the performance of the employees. The employee development will help the company to judge the loyalty of the employees to the company. The company always wants the employees to be loyal to the company. It also helped the company to choose the employee who will be retained in future. The company needs to check that whether the employees are not getting bored to the job allocated to the. It will help the company to decide the type of development. I would recommend that the company needs to converse with the employees in order to know their problems. The feedback of the employees will help the company to decide the form of development The Company needs to check whether the allocated development to the employee has been proved beneficial for the financial account of the company. Thus it can be decided what steps are to be taken for the development of the employees. Note : please give reply to this post with the character which i will give and no references are required and use his behavioural profiles and reply like him to that post as israel Tobin Behavioural profiles Orientation to HRM: Style Evidence-based Commitment to HRM View of staff View of strategic HRM Approach to problem solving. More relationship-focused than task-focused. Understands the importance of an evidence- based approach, but needs to sharpen his work in providing these kinds of arguments. Has a comprehensive understanding of HRM. Sees staff as valued partners who must be motivated, engaged, s******ed up and paid well: ‘people spend 30% of their lives at work – they have to be engaged fully’. Is more focused on doing good HR initiatives than on results/outcomes- focused. Willing to compromise in problem solving, but must see some progress. Has a high concern for ethics and for shaping the culture of CERA towards a fair, inclusive organisation.