...ENGR. SAEED AHMAD (Emergency Officer) Punjab Emergency Service, Rescue 1122 Ph. No. 0346-7380800, 0333-5526365 1998-2003 B.Sc. Mining Engineering University of Engineering & Technology, Lahore. Class Marks % age Aggregate 854/1250 68.32% (1st Class) HSSC (1994-96) Govt. Degree College Rajan Pur 782/1100 71.09% (1st Class) SSC (1992-94) G.H.S # 1 Rajan Pur 693/850 81.53% (1st Class) Radiation, Its Sources Hazards and Protection, ▪ MS Office ▪ Fortran-77, Complete software installation ▪ All Operating Systems (Windows) ▪ In Page, Corel Draw. • Working as Emergency Officer (BPS-17) at Punjab Emergency Service, Rescue 1122, Rajan Pur from September 28, 2009 to date. • Worked as a Project Manager at M/S Zeeshan Mining Co. Tehsil Kallar Kahar District Chakwal from February 03, 2008 to 27.09.2009. • Worked as a Principal Vocational Training Institutes Sillanwali (Sargodha) and Fazilpur (Rajanpur) subsidiary of Punjab Vocational Training Council (Govt. of Punjab) from April 07, 2006 to 02.02.2008. • Worked as an Apprentice Mining Engineer in P.M.D.C Salt Mines Khewra from October 01, 2005 to April 05, 2006. • Worked as A.M.E(Assistant Mining Engineer) in Aziz Inam & Company Choa Saiden Shah District Chakwal from October 01, 2003 to Sep 31, 2005. ➢ Three Weeks Survey Camp at Abbottabad (Best Group). ➢ Four weeks practical Training at P.M.D.C Collieries Sor-Range Quetta...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...Hi, Dana! I can absolutely relate to your post in regards to lack of motivation and teamwork. I too, have worked in an environment where I felt my supervisor had good intentions, yet he couldn’t express it in the right way, nor he could he motivate or establish teamwork. Within an organization, the employees or the team is a vital part of the success. They are responsible for doing most of the work that keeps the company afloat. When these employees lack motivation, the production is greatly impacted, sales drop and the company will no longer be on the “moving train” to success. The key to keeping the company moving forward is to have motivated employees. One of the best ways to motivate is through teamwork. In my past experiences, I have personally witnessed when employees feel “included” as a part of a team, they are more productive and efficient. Believe that what you’re doing is right. Follow your passion. Do it because you’re meant to do it. Do it to do it, not just to make money. Believe! (Carmichael, 2013). We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: 1. Motivation will help him achieve his personal goals. 2. If an individual is motivated, he will have job satisfaction. 3. Motivation will help in self-development of individual. 4. An individual would always gain by working with a dynamic team. Similarly, motivation is important to a business as: 1. The...
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...Talent Philosophy After reviewing Chern’s business strategies and competitive advantages our consultants have come up with four recommendations to create a more formal talent philosophy. 1. Create a long term career environment for employees 2. Value the ideas and contributions of people with diverse ideas and perspectives 3. See employees as assets to the company 4. Incorporate ethical principles for employees to follow Human Resources Strategy In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation was to create a long-term career environment. By focusing on creating a long-term career environment enforces Chern’s family oriented atmosphere. This focus will allow employees to feel part of the business and a team. Having a long-term career vision will also reduce unwanted turnovers because employees will be able to see growth with the company. The second recommendation was to value the ideas and contributions of people with diverse ideas and perspectives. In an increasingly competitive marketplace, businesses having a diverse workforce can further a company's goals. Diverse ideas and perspectives allow the company to gain a competitive edge by differentiating themselves from competitor. The third recommendation is to see employees as assets to the company. Employees represent the company by dealing...
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...The following is a compiled list of all assignments to be completed in the case study. The specific details are found in each Section assignment. 1. a. Identify realistic long-term and short-term process and outcome goals. b. Ensure goals are related to business strategy and explain why each is important. 2. a. Develop a formal talent philosophy, HR strategy, and specific staffing strategy. b. Address each of the nine strategic staffing decisions. c. Explain each of your recommendations for the nine decisions. 3. a. Use stock, flow, and concentration statistics to determine if any evidence of discrimination exists. b. Recommend strategies to alleviate any discrimination you find. 4. a. Using O*Net and other sources of data, create a job requirements matrix. b. For each competency or KSAO, decide if it should be used to hire or plan to develop. c. Estimate how important each characteristic is relative to the others as well as the relative time spent on each job duty. d. Create a job rewards matrix. 5. a. Conduct a transition analysis. b. Summarize the internal labor market and highlight any trends or forecasted gaps. c. Based on the transition probability matrix, calculate how many new full-time sales associates should be hired externally. d. Calculate the number of applicants needed to acquire the number of new hires you forecasted. e. Use multiple sources of data to describe the current and future labor market for retail salespeople. If you forecast a gap, determine...
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...1- Should the company establish a core or flexible sales associate? Chern’s should develop a core workforce. The company needs to make sure that employees understand the importance they play in keeping the business successful and helping it grow. 2- Should the company hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern’s should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with the company. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3- Should the company hire people with skills it’s needed or train them to develop those skills? Chern’s should take an approach to train and develop needed skills. In today’s selection of employment seekers it is not easy to find people who have the right level of qualifications. Training will allow Chern’s to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them to be. 4- Should talent be replaced or retained? It is very important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces costs of hiring...
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...Strategy Melanie Caple Indiana Wesleyan University Staffing, Performance Management and Training HRMT 537-01A Merle Heckman March 29, 2015 Chern's Staffing Strategy Introduction Cherns is an upscale department store that is owned and operated by two siblings Ryan and Ann Chern. Chern’s currently employs over 19,000 employees and has 140 department stores located in 28 states across on the East Coast and in the Midwest. Chern’s ultimate focus and foundation has been built on customer service because they are directly dealing with the customers at each department store. Their staffing strategy is geared towards hiring the right candidates for their full time and part time sales associates that are able to grow and develop their skills for potential higher positions in the organization. We are going to take an in depth look at their current staffing strategies and determine what alternate steps should be taken to allow them to remain competitive and grow their talent pool for future growth within the organization. Long term and short term process and outcome goals While developing the appropriate staffing strategy, Cherns should develop both long-term and short-term process goals that are related to the business strategy. This is important so the management team at Cherns has goals set in place to meet the objectives of the organization and understand how they are performing in accordance with these objectives. Since customer service is key to business success...
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...Katharina Riss Cecelia Hardwick Jill Mendelsohn Adam Brown Alex Soucek Chapter 5: Forecasting and Planning Through an analyzing of Chern’s internal labor market, we came up with the following results. If the company expects to maintain its current staffing levels, it is likely to have to hire 60 FTSA from outside the organization. Therefore, in order to hire 60 FTSA, we would need 1,780 applicants. 534 will be job candidates of which we provide 80 offers (Table 1 and 2). Table 1: Transition Probability Matrix for Chern’s Flagship Store Job Category | FTSA (%) | PTSA (%) | DEP (%) | BUY (%) | MER (%) | Exit (%) | Current # of Employees | FTSA | 50 | 15 | 5 | 5 | 5 | 20 | 140 | PTSA | 30 | 50 | 0 | 5 | 0 | 15 | 30 | DEP | 5 | 0 | 75 | 0 | 0 | 20 | 15 | BUY | 0 | 0 | 0 | 65 | 5 | 30 | 5 | MER | 0 | 0 | 0 | 0 | 80 | 20 | 8 | Table 2: Forecasting Employees Using the Transition Probability Matrix for Chern’s Flagship Store Job Category | FTSA | PTSA | DEP | BUY | MER | Exit | Current # of Employees | FTSA | 70 | 21 | 7 | 7 | 7 | 28 | 140 | PTSA | 9 | 15 | 0 | 2 | 0 | 5 | 30 | DEP | 1 | 0 | 12 | 0 | 0 | 3 | 15 | BUY | 0 | 0 | 0 | 4 | 1 | 2 | 5 | MER | 0 | 0 | 0 | 0 | 7 | 2 | 8 | Forecast of 2013 | 80 | 36 | 19 | 13 | 15 | 40 | | | Deficit | Surplus | Surplus | Surplus | Surplus | Exit | | Career One Stop provides current and projected employment trends. Retail Salespeople make up the large majority of Chern’s employees. They also have...
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...Tabitha onore Ms. Heather Pines English 111 Online 15 September 2015 Narrative Essay #1 What I want to say is I have a hard time understanding and remembering anything. It’s something that I have always struggled with, and have yet to figure out why my mind wanders. I find myself writing, even when I was younger and I would feel completely uninspired, yet I had so many ideas in my head. The voice I am adopting in this essay is a voice of encouragement, for anyone with this same problem, and myself, in hopes that I can one day be able to finish writing these stories that are in my head. When I was younger I dreamed of being a writer, not being rich or famous from it, but being able to write young adult novels that were at least mildly popular. I use to write the beginning of my stories, get part way into it, and be uninspired to write it, mainly because when I wrote what I wanted, I would forget about it. I want to write these stories, but I lack the discipline to actually do it. In a deeper desire, I wish to write about what is going on in my mind that never seems to stop. I’m always daydreaming about these characters in my mind, some of which I’ve had for twelve years or so. A fear of mine is it becoming a bit of a joke, my writing, because I also lack a big vocabulary to make my writing stand out a bit more. I have always felt that I have the mind of someone who would love English classes, and always felt that I would do better in English classes than any...
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...Chapter 2 9 Strategic Staffing Decisions 1. Do we want a core or flexible workforce? Chern should develop a core workforce. Their employees should consist of people who are a regular part of the company and understand the importance they play in keeping the business successful and helping it grow. 2. Do we prefer to hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3. Do we want to hire for a train and develop needed skills? Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them to be. 4. Do we want to replace or retain our talent? It is important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces...
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...------------------------------------------------- Starbucks Analysis ------------------------------------------------- On-going group project Fatima Albinali Ghufran Allaith Hanna Al shakar Hawra Majeed Latifa Alshomali Nadeen Engnieer Table of Contents Starbucks Company Analysis 3 Introduction 3 History of Starbucks 3 Mission 3 Vision 3 Values 4 Principles of Starbucks 4 Strategy of Starbucks 4 Starbucks Value Chain 5 Competitive advantages 5 Competitive disadvantages 5 SWOT 6 Job performance 7 a. KSA 7 b. Motivation 7 c. Environmental 8 Compensation 8 Training at Starbucks 8 Barista Basics Training Program 8 Shift Supervisor Training Program 8 District Manager Training Program 9 References 10 Starbucks Company Analysis Introduction History of Starbucks Starbucks is a well-known international coffee brand, which numerous people love across the globe. It all started when Jerry Baldwin, Zev Siegl, and Gordon Bowker meet at the University of San Francisco as students. They were enthused by coffee roasting entrepreneur Alfred Peet who taught them his way of roasting beans, and that is how they decided on selling high quality coffee beans and equipment. They opened their first Starbucks in 1971 in Seattle’s historic Pike Place Market, in which they offered the world’s finest fresh-roasted whole bean and ground coffees. The coffeehouse was named Starbucks after a character in a novel by Herman Melville, called Moby...
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...Develop a rational way of combining the scores on the assessment methods you recommended. Recommend either a multiple hurdles, compensatory, or combined approach and explain. Chern’s will take the combined approach (combining the multiple hurdles and compensatory approaches) to rationally combine the scores on the assessment methods we have selected. The multiple hurdles approach will screen candidates’ resumes for KSOA’s. This will require candidates’ to receive a passing score on this assessment before being allowed to continue on in the selection process. Compensatory factors like cognitive ability, integrity, and personality will then be assessed. High scores on some assessments can compensate for low scores on other assessments. Describe the weights for each assessment method when calculating the overall score. Assessment Method: Cognitive Ability Test (measures a candidate’s ability to learn, process, and apply information rapidly; verbal spatial, and mathematical abilities) Scale of Assessment: Typical scores range from 85 to 130 (mean and standard deviation for this sample are 112.5 and 8.02, respectively). Cost: $70 per candidate Assessment Method: Integrity Test (measures a candidate’s trustworthiness, integrity, and honesty) Scale of Assessment: Possible scores for this test range from 1 to 5 (mean = 3.50, std. dev. = 0.93). Cost: $70 per candidate Over score = c + (b1 X a1) + (b2 X a2) + (b3 X a3)... Using your interview score results, candidate resumes...
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...CHERN’S CASE STUDY Introduction and Alignment Terri Montgomery Student ID -29224022215282 Indiana Wesleyan University HRMT-537: Staffing, Performance, Management and Training Professor Redd Branner November 17, 2014 Introduction Chern’s, a well known retail establishment whose major focus is on providing excellence in customer service, was founded by a brother and sister team, Ann and Ryan Chern. The company employs 19,000 employees (full and part time) across 28 states and has 140 stores mainly in the Eastern and Midwestern United States. Chern’s was built around a foundation of hiring sales associates who go above and beyond to ensure they provide great service by offering quality merchandise to its customers. In order to remain competitive, Chern’s must find ways to be creative and offer incentives to retain existing staff as well as attract new talent into the organization. This paper analyses Chern’s Job Matrix, Job Reward Matrix, and Transition probability matrix, to help Chern’s leadership make critical decisions about the future of the organization that will enable it to win the war on talent. Job Matrix A job matrix is a tool that charts a progression of job levels within a job family. The matrix lists job levels and the corresponding job requirements, including duties and necessary skills, experience, and education required (University of St. Thomas, 2014). The attached job matrix breaks down the...
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...Retail Sales Associate at Chern’s Case Study # 1 Presented To Dr. Rhonda Jones, Ph.D. By Jacqueline R. Jones Selection and Placement- 004016: BUS522004016*201003 January 31, 2010 Introduction Chern’s an upscale shoe and handbag department store was established by sister & brother team Ryan and Ann Chern. Who created a company that provides customer with the best service, selection, quality and value? The company currently has 140 stores in 28 states on the East Coast and Midwest. Chern’s employee 19,000 full and part time employees. Chern’s main business strategy is providing superior customer service and it is a core part of the corporate culture as well as core value being an essential part of its brand and the foundation of its culture. Though Chern is well established it now realize that in order to continue providing high quality customer service and capture market shares it must launch a strategic analysis to determine how to better staff its sales associate positions to stay competitive with other competitors who are seeking talented sales associates. The following is a job description requirement matrix for its sales associate, that Chern Job Matrix- For A Retail Sales Person At Chern’s Department Store Summary | Tasks | Relative Importance of Job Duty | Relative Time Spent | KSAP or Competency | Education/Level | Hire or Train | To be an elite sales associate who provides excellent customer service, quality, and selection to customers while...
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...The Legal Context Evaluate Adverse Impact: Chern’s Flagship Store The review of Chern’s Flagship Store and analyzing its full-time sales associates hiring data for evidence of adverse impact, “a substantially different rate of selection in employment decisions that adversely affects a protected group, protected groups under title VII of Civil Right Act include race, color, religion, sex, national origin, age discrimination, and the American with Disabilities Act (Phillips, Gulley, 2015). This evaluation described by, Section 4D of the Uniform Guidelines states that “a selection rate for any race, sex, or ethnic group which is less than 4/5ths (or 80%) of the rate for the group with the highest rate will generally be regarded by the Federal enforcement agencies as evidence of adverse impact” (EEOC, 1978) . Following the guidelines 1978 Equal Employment Opportunity Commission, the use of the 4/5ths rule, evaluates the comparison groups of applicants and the comparison groups of hires. The comparison groups located in table A-3, titled Sales Associate Flow Statistic shows comparisons of Men, Women, Whites, Blacks, Asians, and Hispanics. Reviewing the table, the selection rate for the women is (.1) and the selection rate for the men is (.08), dividing .08/.1 the impact ratio is (.008) being less than 80 percent, which is evidence based on the 4/5ths rule, there is adverse impact. In reviewing the ethnicities, the selection rate for Whites (.09), Blacks (.08), Asians (.1), and Hispanics...
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