...civilian environment is vastly different than its military counterpart. I have learned that instructors and their style of delivering material varies widely. The preparation and delivery of material is very different than I would have expected from students. The military environment is very different in many ways from that of the almost casual civilian environment. Prior to attending Bethel University, I was not aware of the many different management styles presented and displayed during role play exercised in class. The revelation was quite an eye opener. By way of example, details on each of the four scenarios were presented during class. The first situation was based on a supervisor bringing an employee into his office to notify the employee he was being terminated. Subsequently, the employee’s best friend went to see the...
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...| Assignment #8 Participants Manual/Trainee Manual | HN2150 – Managing Performance through Training and Development | | This assignment provides the Participants/Trainee Manual that NL Safety Co. will utilize in the delivery of training to Summit Appliances Inc. | Health & Safety Training Summit Appliances Inc. Developed & Administered by NL Safety Co. www.nlsafety.ca TABLE OF CONTENTS WELCOME3 EXPLANATION OF TRAINING SESSION4 LEARNING OBJECTIVES5 AGENDA6 LEARNING NOTES7 APPENDICES19 BIBLIOGRAPHY30 Welcome We would like to welcome you to our training session on behalf of NL Safety Co. and we would like to thank the management and executives of Summit Appliance Inc. in recognition of the time and resources set aside to facilitate this very important training session. I would like to call upon Mr. Sid Lawrence, your CEO, to say a few words on behalf of Summitt Appliances Inc. Housekeeping Items Identification and review of housekeeping rules/points as follows; * Sign-in sheet is provided at the front of the class. Ensure you have filled out the information and signed-in. Please print clearly as this information will be used to complete your course certificates at the end of the day; * the location of washrooms just outside and to the left of the classroom entrance; * cell phones are to be turned off or placed on silent during training sessions; * Fire exit is to the right of the classroom...
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...Dear Director of HR, Please find below a short briefing note on how data is collected within Acorn Industrial Components, how it is stored and why. Our HR department collects data to enable us to meet legal requirements, eg: working time regulations. It also provides information to help make financial decisions, eg: pay rises. Employee’s data is collected in accordance with the Data Protection Act 1998. Data such as salary, attendance records and annual leave help to ensure accurate pay roll process. Data collected allows Finance to forecast budgets which could affect the employee bonuses and benefits. Employees’ next-of-kin information is needed in case of emergencies, as well as medical information gained from the employee or though The Medical Reports Act 1988. We store most records electronically within a database that is secure but easily accessible by HR. The main benefits include having personal data in one place, allowing us to keep records secure and up-to-data. It allows accurate reports to be created, which is time and cost effective. We store hard-copies, eg: signed contracts, in locked cabinets and archived folders in our secured unit. Whilst they take up room, paper files are not dependant on technology, are available to HR when required, and can provide the original copies. To summarise the Data Protection Act 1998, controls how personal information is used by our organisation. We have to follow strict guidelines, including handling sensitive personal data...
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...have left them in the dust. There are rumors that the plant and office structure were built by the Spaniards soon after their initial conquest of this area… Part of his plan to jump-start this company is to hire a CSU-DH grad as the grand poobah of HFE (and other duties as assigned). Your first few weeks are full of new assignments from Bill as well as requests for your new expertise. So, the majority of what follows will be in the form of a management briefing, slide show, or report, or memo. 9 questions plus 1 bonus question 1. Given the rapidly rising importance and pervasiveness of knowledge management, we could easily devote an entire course to information processing. As quality professionals we are often called upon to improve a process - and the result is the additional need for data collection or new "mental routines". Dr. Bill wants to become the guitar pick success story for 2011 and has hired you to take the skills you have learned in QAS 515 and assist him in bringing (dragging?) the processes and workforce into the 21st century. After your first week walking around both the plant and admin areas with a clipboard taking notes, several themes arise: • there are no computers – for stand-alone, process/machine control, or administration use • there is a Tayloristic job breakdown and about 3 times as many workers as needed • all of the production and lab equipment was built in the late 1920's and is well maintained, but single purpose • the office...
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...Briefing the Cost Club Senior Regional Staff Alvin M. Johnson Human Resource Law HRM/546 November 16, 2015 Thomas Hartnett Briefing the Cost Club Senior Regional Staff This handout is intended to explain the five key regulatory areas Cost Club must adhere to. Following is a list of those areas: Employee Privacy, Employee Unions, Occupational Safety and Health Administration (OSHA), Employee Retirement Income Security Act (ERISA), and Fair Labor Standards Act (FLSA). Employee Privacy Federal Law – General Privacy Laws * Driver’s Privacy Protection Act of 1994 – 18 U.S. Code 2721. This law limits disclosures of personal information maintained by the Department of Motor Vehicles. * Electronic Communications Privacy Act of 1986 – 18 U.S. Code sections 2510-2522, 2701-2711, 3121, 1367. This law amends the federal wiretap law to cover different types of electronic communications i.e. e-mail, radio-paging devices, cell phones, private communications carriers, and computer transmissions and extends ban on interception to the communications of wire or electronic communication services and restricts access to stored wired and electronic communication/transaction records. * Family Education Rights and Privacy Act of 1974 (FERPA) – 20 U.S. Code section 1232g. This law restricts the disclosure of educational records. * Fair Credit Reporting Act (FCRA) – 15 U.S. Code sections 1681-1681u. This law promotes accuracy, fairness, and privacy of information gathered by credit...
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...against the competencies list. Design a development programme to enable management improve their performance. Brief Reasons For Your Proposal : Design a set of management competencies in order to be a benchmark against the competitor. Measure current managers against competencies order to identify areas of competence deficit. Use result to design a management training programme. Identified To Benefits And Beneficiaries: Organisation provide their employee complete training and development programme. which provide you extra carer designation of choice for the brightest school and university. Customer got benefits by doing business. Employee also beneficiaries to get good wages and also incentives through the organisation. Increasing Market Share. More efficiently manage the organisation. Destination of choice for universe school liver. An Increased motivation of managers through training and qualification. An Increase Leadership quality by Management theories and style. It also increased management skills of employee and the company over all get benefits through the high profits and Market shares. Company Managers got benefits and they have ability to extent their extra carer procreation. Description Of Focus Organisation Size Of The Organisation : Costa Coffee is the first UK coffee shop and almost number one chain to commit sourcing Rainforest Alliance Certified Coffee. Except UK Costa coffee is now operates in more 24 countries, staff turnover of Costa coffee...
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... COMMUNICATING WITH EXTERNAL ENTITIES TABLE OF CONTENTS PART ONE—BASIC PROVISIONS Title I. II. III. IV. V. VI. VII. PURPOSE . . . . . . . CANCELLATION . . . . . REASON FOR REISSUANCE REFERENCES . . . . . . ABBREVIATIONS . . . . . DEFINITION . . . . . . . GENERAL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page No. . . . . . . . 1 1 1 1 2 2 2 PART TWO—COMMUNICATING WITH ELECTED OFFICIALS, THEIR STAFFS, AND THE MEDIA I. CORRESPONDENCE . . . . . . . . . . A. ECIMS . . . . . . . . . . . . . . B. CPAO . . . . . . . . . . . . . . C. Inquiries . . . . . . . . . . . . . TELEPHONE CALLS . . . . . . . . . . . MEETINGS, BRIEFINGS OR INTERVIEWS, AND CONFERENCES . . . . . . . . . . . SOCIAL MEDIA OUTREACH . . . . . . . . ADDITIONAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3 3 3 4 5 5 6 II. III. IV. V. . . . . . . . . . . . . . . . . . . PART THREE—COMMUNICATING WITH OUTSIDE ENTITIES OTHER THAN THE MEDIA AND CONGRESSIONAL OFFICES Title I. II. III. IV. APPLICABILITY. . . . . . . . . . . . . . AUTHORIZING OFFICIALS . . . . . . . . . AUTHORIZATION . . . . . . . . . . . . . GUIDANCE . . . . . . . . . . . . . . . ATTACHMENT 3-1, QUESTIONS AND ANSWERS . . . . . . . . . . . . . . . . . . . . . Page No. . . . . . 7 7 7 8 9 i UNITED STATES DEPARTMENT OF AGRICULTURE FOOD SAFETY AND INSPECTION SERVICE WASHINGTON...
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...AVIATION SAFETY PROGRAM EASTERN SKY AIRLINES DIEGO LUIS PALACIN ENDERS INDEX 1. SECTION ONE: SAFETY POLICY 2. SECTION TWO: SAFETY AND HEALTH RESPONSIBILITIES 3. SECTION THREE: EMPLOYEE PARTICIPATION 4. SECTION FOUR: SAFETY RULES AND REGULATIONS 5. SECTION FIVE: DISCILINARY POLICY 6. SECTION SIX: HAZARD RECOGNITION, PREVENTION AND CONTROL 7. SECTION SEVEN: ACCIDENT/INCIDENT REPORTING 8. SECTION EIGHT: EMERGENCY PLANING AND RESPONSE 9. SECTION NINE: SAFETY AND HEALTH TRAINING AND EDUCATION 10. SECTION TEN: SAFETY AND HEATH ASSISTANCE RESOURCES 11. SECTION ELEVEN: CONTACT INFORMATION SECTION ONE SAFETY POLICY Safety is a team effort – Let us all work together to keep this a safe and healthy workplace Eastern Sky Airlines places high value on the safety of its employees and passengers. Eastern Sky Airlines is committed to providing a safe workplace for all employees and has developed this Aviation Safety Program for injury and accident prevention to involve management, supervisors, and employees in identifying and eliminating or reducing hazards that may develop during ground or air operations. Eastern Sky Airlines Safety Program objective is to create a safety culture in which we stress to all employees that safety is as important as any other business function. Only thought the joint commitment on the part of management and employees can workplace accidents and injuries be reduced or eliminated. Employees should be encouraged to not only work safely...
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...Unit title Level Credit value Unit code Unit review date Understanding Organisations and the Role of Human Resources 31 4 3HRC Sept. 2011 Purpose and aim of unit This core unit provides an introduction to the role of human resources and learning and development (HR/L&D) within an organisation and the environmental context. By the end of this unit the learner will have developed their understanding of how HR activities support an organisation’s strategy and assist the achievement of business objectives and how these are shaped by internal and external factors. This unit is suitable for persons who: are aspiring to, or embarking on, a career in HR/L&D are working in the field of HR/L&D in a support role and wish to develop their knowledge and skills have responsibility for HR/L&D activities and decisions within an organisation without a specialist function are employees or independent consultants within the field of HR/L&D wish to understand the role of HR/L&D in the wider, organisational and environmental context. Learning outcomes On completion of this unit, learners will: 1 Understand the purpose of an organisation and its operating environment. 2 Understand the structure, culture and functions of an organisation. 3 Understand how HR activities support an organisation. 1 Equivalents in Ireland = 5; Scotland = 6 CIPD unit 3HRC - Version 2 - 17.03.10 1 Unit content Indicative content is provided for each of the learning...
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...products or services, which are exchanged/sold for money or other products and services. Businesses usually tend to brief their employees on their duties, current company goals and corporate culture. These briefings help employees understand what is expected at their level so they may work as a cohesive team along all parts of the production chain to assure the company success. Some briefings may consist of topics such as employee training, employee’s professional conduct at work, and how to treat prospective customers. Some other briefings may address internal company topics such as sexual harassment in the work place, time management, and others relating to the specific type of work being performed at the company. We must remember though, even if a company looks to be flourishing, doesn’t mean they are fiscally solvent or have an underlying problem within itself. A prime example of a booming business with concealed problems is the United States Air Force. The Air Force sends approximately 35,000 trainees annually to Basic Military Training (BMT) at Lackland Air Force Base in San Antonio, Texas. In basic training each flight of trainees receives two Military Training Instructors (MTIs). These MTIs hold the special duty of being the first impression of the Air Force on a brand new enlisted member. MTIs are supposed to be someone you can put full trust in, believe in, and look up to. They play an important role in helping mold an individual into a promising and successful airman...
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...reduction in the need for employees – the test being not whether an employer needs fewer employees, but whether it needs fewer employees to do work of a particular kind. This could be due to restructuring. The key point to remember initially is that it is the post that is redundant and not the employee. Once it has been decided that a post is redundant, the question is what will happen to the employee or employees who hold that post. For a redundancy to be genuine, the role must disappear. New staff may still be recruited, but not to undertake the post the redundant employee was doing. A redundancy does not necessarily have to arise from the need to make financial savings. It is possible that other reasons, such as changed priorities, new technology or processes, could drive the need to restructure the workforce which may lead to potential redundancies. 2. What is redeployment? Redeployment is an attempt to secure suitable alternative employment for employees within the University. The need for redeployment may occur for a number of reasons, including redundancy. The University has a Redeployment Procedure which details the process. If an employee is placed ‘at risk’ of redundancy they will then have redeployee status which means they have prior consideration for any vacancies that arise. For further information regarding Redeployment, please see http://www.soton.ac.uk/hr/working/policies/redeployment.html 3. What do I need to communicate...
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...disaster. The best defense against this type of disaster is to follow ethical standards of behavior. Depending on the nature of a business and the number of people it employs, the organization could face an unexpected public relations crisis such as: 1. An unpopular policy needing to be quickly reversed 2. An unsatisfied customer complaining to the media 3. A disgruntled former employee revealing trade secrets and other inner workings of an organization. 4. A company experiencing a service interruption or blackout that angers thousands of users 5. A human rights complaint being filed against an organization or an employee of that organization. 6. A lawsuit 7. An employee being arrested and charged with a serious crime The first thing one need to do once they realize that something has gone wrong, is to start working on fixing the actual problem itself, not the bad publicity it has generated. Hopefully they were alerted to the problem before the media started calling for a response. (There is nothing worse than finding out that a client, customer or former employee has gone to the media to complain about one’s organization without letting them know.) Ideally an...
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...the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource planning and analysis c. Employee staffing – recruitment and selection d. Organizational career management – training, performance management and evaluation, and rewards/compensation e. Employee retention and turnover – psychological contract 2. Understand that human resources are an asset (investment) to be developed rather than a labor cost to be expensed...
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...to strengthen democracy and democratic institutions in Pakistan. PILDAT is a registered non-profit entity under the Societies Registration Act XXI of 1860, Pakistan. ©Pakistan Institute of Legislative Development And Transparency - PILDAT All rights Reserved Revised Edition: December 2009 First Published: June 2005 Second Published: November 2006 ISBN: 978-969-558-147-6 978-969-558-021-1 978-969-558-021-9 Any part of this publication can be used or cited with a clear reference of this publication and PILDAT Published by Pakistan Institute of Legislative Development And Transparency No. 7, 9th Avenue, F-8/1, Islamabad, Pakistan Tel: (+92-51) 111-123-345; Fax: (+92-51) 226-3078 E-mail: info@pildat.org; URL: www.pildat.org P I L D AT BRIEFING PAPER FOR PARLIAMENTARIANS UNDERSTANDING LABOUR ISSUES IN PAKISTAN CONTENTS Foreword Profile of the Author Overview Labour in the Informal Economy Wages and Workers Finance Bill 2006 and Anti Labour Legislation Finance Bill 2008 and Labour Legislation Industrial Relations Act 2008 Strengths Weaknesses State of Trade Unionism in Pakistan Impact of globalization and economic growth on labour in Pakistan State Institutions State Tripartite Institutional Arrangements Pakistan Tripartite Labour Conference Provincial Minimum Wage Board National Committee on the Rights of the Child National Steering Committee on Bonded Labour Parliamentary Committees State Labour Welfare Institutions Provincial Employees Social Security Institution The Workers'...
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...Technologies Division of Labour We have divided up the entire work load into five main stages, with the following break-down: • Analyze: For this part of the report, firstly, each group member studied the case as well as the change primer to get a detailed understanding of the problem at hand. Secondly, each group member has spent time with the game, experimenting with the tactics and their consequences. A key aspect of this component is conducting interviews of the Management. The list of departments interviewed was split up based on the following break-down: Tarek: Administration Department Kevieon: Marketing Timur: Manufacturing, R&D • Plan list of adequate tactics Tarek: Summarize the change primer with additional notes. Timur: roughly break down the list of all available tactics into the 7 stages outlined in the primer. • Implement tactics Kevieon: enter the available tactics into the game in various order. • Evaluate tactics used Collective activity, group discussion of tactics used Interviews Administration Maurice Gagnon - CEO • Very worried about present managerial state • Need a leader • Not happy with Brian • Thinking about coming out of retirement • Company changed a lot since Brian took over • Company may have grown too much • Likes Brians cost containment initiatives • Market has changed • Company should be doing better • Company has great resources • Bit performing as well as competitors • Need action and results • There...
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