...Pei Sien Poh Professor Martin d.light Case Study Executive Summary d.light is a social global enterprise providing affordable solar-powered solutions designed for the two billion individuals in the developing world without access to reliable energy, founded by Sam Goldman and Ned Tozun. There are offices located in Africa, China, South Asia, and the United States. d.light has successfully improving lives of over 50 million people by selling over 10 million solar light and power products in 62 countries. d.light’s dedication is to provide the most reliable, affordable, and accessible solar lighting and power systems for developing world, with a goal of reaching 100 million individuals by 2020 ("About Us," n.d.). For Profit or Non- Profit? “d.light is dedicated to providing distributed solar energy solutions for households and small businesses that transform the way people all over the world use and pay for energy ("About Us," n.d.).” The mission of d.light is mainly focusing on providing distributed solar energy to households and small businesses. Unlike missions of other organizations, d.light does not mention that one of its mission, nor its goal and vision, is to provide a return for its stakeholders. Therefore, based on what d.light is doing, it is reasonable to turn d.light into a non-profit organization. However, before making decision on which module to apply on d.light, the organization must understand the difference between for profit and non-profit...
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...1. What is your evaluation of the hiring process used by S.G.Cowen? S.G.Cowen uses the same pattern as the majority of Wall Street companies by making hiring decisions during the early winter and spring of each year so that the new associates can begin in the summer. Besides a full hiring process, the company selects some associates that already worked or are still working to S.G.Cowen utilising, therefore, internal sources of recruitment. First year associates selected internally can be analysts that after three years of collaboration (without attending a business school) are promoted or summer interns that attend a business school and are offered a full-time contract at the end of the internship. The hiring process of S.G.Cowen in terms of new outside associates (that had never worked for the company before) underlies on presentations made by bankers in “core business schools” (for example NYU or Cornell) to inform the students about their work environment and conditions. The aim of these presentations is to make sure that four questions are answered: “who are we, what do we do, what distinguish us from competitors and what are the next steps”. This ensures that everyone receives a clear, complete and similar message from all bankers. The next step is to focus on informational interviews to help them understand how students felt about working in a company like S.G.Cowen. These interviews are highly efficient because they work like a previous self-selection process. Only the...
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...hundred million dollars over a season. In 2008 Texas brought in $120,288,370 for the school that also help fund other sports throughout the university. (Robbins, 2009) This is due to the major network deals, sponsorships, donations from boosters, attending major college bowls, and many other benefits of being a major college program. These programs are expected to compete for a championship each and every year and are expected to fill the seats that normally average between eighty thousand to one hundred thousand seats. In order to do this there is high competition to get the very best players all around the country and the NCAA has very strict guidelines on what colleges can do to persuade the players to come play there. This isn’t a new problem but with modern technology the problem has become very visible because NCAA officials and competing schools are able to trace the exact moves that teams are doing for the players. Also players are being offered money and benefits that seventeen and eighteen year old kids have never seen before in their life. Penalties are becoming harsher every year and coaches and schools are starting to really suffer but what there is a fine line to walk between cheating and just putting your best effort towards getting the player. Process of Investigating Illegal Recruiting The NCAA has broken the process of investigations down into four different parts. The first part is the actual investigation where the NCAA has received a tip from...
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...a case analysis of Carl Robins, the new campus recruiter for ABC, Inc., we are going to examine the processes in which new recruits will be selected, hired, and processed for orientation in a timely manner. From this analysis, we will develop new processes as we identify key issues, evaluate alternative solutions, and present possible solution to the issue. Background: Carl is charged with hiring and assuring that all recruits complete all necessary requirements and are ready to begin orientation on June 15th. This being Carl's first recruitment effort and having been at his new position for only six months, he will need to be well organized and efficient at scheduling conflicts in order to accomplish his goals. Carl will be coordinating the needs of the new recruits as well as the needs of the company with Monica Carrolls, the Operations Supervisor. Key Problems: Carl is off to a great start as he has already hired 15 new trainees, but already, there are several problems. Carl has hired more people than he is prepared to accommodate. Because there wasn't a specified number of new recruits required, he discovers that he doesn't have enough materials to complete the orientation as scheduled and he hasn't acquired a facility large enough to accommodate the large number of new recruits. Additionally, he discovers that there are several incomplete applications, some of the applications are missing transcripts, and all of the new recruits need to complete a drug screen. It appears...
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...company-advertisers on our company website. Per click is equivalent to 10 pesos and we are given a maximum of 20 clicking jobs a day, that is 200 pesos a day earnings. (The company regulates a maximum number of clicking jobs/earnings per day to ensure that the company will also earn some amounts to sustain its operation). Here's the summary of your allocated clicking jobs: > Upon registration: 60 clicking jobs; 3 days = 600 pesos > Register 3 Pass up Recruits = no clicking jobs (serves as Company Safety Net) > Register your 4th recruit or 1st Downline: 60 clicking jobs; 3 days = 600 pesos (Here, you also earn 70 pesos as signing bonus) > Register your 5th recruit or 2nd Downline: 60 clicking jobs; 3 days = 600 pesos (Another 70 pesos as signing bonus) > Register your 6th recruit or 3rd Downline: 60 clicking jobs; 3 days = 600 pesos (Another 70 pesos as signing bonus) > Register your 7th recruit or 4th Downline: 60 clicking jobs; 3 days = 600 pesos (Another 70 pesos as signing bonus) > Register your 8th recruit or 5th Downline: no more clicking jobs because you are now elevated to TEAM LEADER (TL) status; but you still earn 70 pesos as signing...
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...S9-402-028 REV: JANUARY 19, 2006 THOMAS DELONG VINEETA VIJAYARAGHAVAN SG Cowen: New Recruits We are who we recruit. — SG Cowen professional Chip Rae, director of recruiting at SG Cowen, looked out the conference room window at the falling flakes and wondered how fast the snow was accumulating. Most of the firm’s bankers had come in from Connecticut or Westchester to participate in the Super Saturday recruiting event, and he knew they were anxious to get home before the weather deteriorated and made travel dangerous. The interviews had finished at noon, and the candidates from various graduate schools had left for their flights right away. Now, the bankers were eating lunch, discussing interview results and making decisions. They were sitting in “Giants Stadium,” the bank’s largest conference room, and Rae had set the tables up in a U-shape so that he could stand in the front and still communicate with all 30 bankers. He posted placards with all the candidate names on the bulletin board and moved them around as they came up for discussion. The hiring meeting had moved rapidly through a number of candidates. The decision makers had agreed on candidates who were firm “yeses” and some other clear “nos.” Now was the tricky part: there were four candidates still left. Each person had some strong support among their interviewers but had also raised some questions. To reach the ideal class size after factoring in expected yield, Rae wanted to give out only two...
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... Carl Robbins had been hired from ABC Inc as a recruiter. Carl’s job was an important position within the company. They depend on him to find new employees, so that the company can achieve excellence and grow. Carl took his job to heart and was trying to do his best work every day. Hiring new recruits and getting them trained by July was the goal. The topics to discuss are with the new recruits would be their back ground checks, training schedule, orientation day, drug/physical scheduled date. Upon attempting to complete this task, Carl had assured the company he could get this task completed. By not doing better follow up Carl placed himself with difficult tasks. He will need to address some key problems such as, proposed solutions, and how to prevent these problems in the future. Background Information Carl Robins is the new campus recruiter for ABC, Inc. He has only been at this new job for six months; this was his first recruitment effort. He wanted to his best at making sure everything went smoothly without problems. He was tasked to hire new recruits to work for Monica Carroll’s, the Operations Supervisor. He wanted to get the recruits fully trained and working for the company fast. He was hoping to get the new recruits working by July. He has run into some slight problems though. Carl scheduled orientation for new recruits on June 15, so they could start work in July. May 15th, Monica contacted Carl to make sure everything was ready for the orientation day. Carl assured...
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...armed forces are also the only employers in the UK who legally require their employees to commit themselves for several years, with the risk of a criminal conviction if they try to leave sooner. This situation is all the more worrying given that the majority of recruits are very young. There is also evidence that many personnel are unclear about the length of their commitment and their rights to leave and that the information they receive can be misleading. Length of service 1 The minimum length of service in each branch of the forces is as follows: Army (over 18s): Four years nd Army (under 18s): Until 22 birthday Navy: Three and a half years after completion of training or four years' service, whichever is longer Air force: Three years after completion of training or four years' service whichever is longer In 1999 the army increased its minimum length of service from 3 to 4 years. Army recruits under 18 years old are required to serve up to 2 years longer than a recruit who joins aged over 18 and so commits to up to 6 year’s service when still a minor. When forces personnel reach the end of their minimum length of service, they must give a year’s notice (in the army or navy) or 18 months (in the air force). Recruits may be required to serve for longer than the usual period if they undertake education or training other than their initial training. The extension can be longer than the length of the course. On leaving full time service personnel are transferred into the reserves...
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...had to personally lead and coach a sub-team of three members to manage major infrastructure projects such as the Circle Line and Tuas West Extension which involve providing project planning support, progress monitoring and reporting against baseline, coordination with contractors, scenario studies and mitigation analysis to ensure timely completion of the projects. In 2012, I was tasked to take charge of a new recruit who had just graduated and was specially recruited by the HR from China. I was responsible to provide regular advice and guidance to her on daily work processes and assignments. It was LTA’s policy that all new recruits are to be placed under a six-month probation, hence my responsibility also include appraisal of the recruit’s performance during the probation period and recommendation for her confirmation of the job based on her performance. As I was only newly promoted into the job of the Deputy Planning Manager, I had no prior experience in guiding a new recruit and appraising her performance. Nevertheless, I put in my best efforts to make the new recruit feel welcome to the team by organizing welcome lunches with the team and the department colleagues. In terms of work, I also personally briefed her on her work scope and responsibilities and provided one-to-one training on the software tool which is...
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...established company. An important part of that strategy is continually recruiting "only the best'-bright, dynamic individuals from the best universities, business schools, and industries. By hiring great people and giving them signigicant responsibilities from day one, Liemandt hopes his firm will be able to respond to competitive challenges, keep its entrepreneurial spirit alive, and achieve its goal of being a high-impact company. New recruits are wooed to Austin with dinners, cultural and recreational outings, and competitive salaries. Once there, the recruits go through "boot camp-an intensive training program conducted to turn rookies into Trilogians. In classes led by Liemandt and other Trilogy veterans, the first week is spent learning about programming languages, product plans, and marketing. Classes start at 8 A.M. and, in the first month at least, last until midnight. During the second week, the new hires are divided into small teams and given three weeks to complete projects ranging from making an existing Trilogy product run faster to creating new products from scratch. Their...
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...maintaining the high energy of a start-up with the experience of an established company. An important part of that strategy is continually recruiting “only the best”—bright, dynamic individuals from the best universities, business schools, and industries. By hiring great people and giving them significant responsibilities from day one, Liemandt hopes his firm will be able to respond to competitive challenges, keep its entrepreneurial spirit alive, and achieve its goal of being a high-impact company. New recruits are wooed to Austin with dinners, cultural and recreational outings, and competitive salaries. Once there, the recruits go through “boot camp”—an intensive training program conducted to turn rookies into Trilogians. In classes led by Liemandt and other Trilogy veterans, the first week is spent learning about programming languages, product plans, and marketing. Classes start at 8 A.M. and, in the first month at least, last until midnight. During the second week, the new hires are divided into small teams and given three weeks to complete projects, ranging from making an existing Trilogy product run faster to creating...
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...Case analysis : SG Cowen – New Recruits 1. What are the key decision points used by S.G. Cowen in making hiring decisions? What is your evaluation of the process used by the firm? SG Cowen utilized a well‐developed, tiered process to make hiring decisions on potential candidates. SG Cowen first conducts informational sessions at on‐campus recruiting events to describe the firm, its benefits and steps in the recruiting/hiring process. They use these first‐round interviews, in advance of the formal recruiting process, to assess how serious candidates are about the opportunity. SG Cowen then reviews the resumes submitted by interested students and holds open, on‐campus interviews. The firm also selects some of those interested students specifically for closed interviews. The pool of initial candidates is narrowed down to a few candidates through a second round of on campus interviews. The first key decision point for SG Cowen is to select candidates who are best qualified to make it through the “Super Saturday” final selection process in New York City. Recruiters focus on identifying candidates that possess the skills to succeed in the company’s day‐to‐day operations and have the personality to fit the organization’s culture. During the Super Saturday event, the thirty candidates are each interviewed by five senior bankers. Following the interviews, the senior bankers gather to determine which candidates should be extended offers. At this final key decision point, the recruiters...
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...of suppliers was very high because Robin Hood and his men were thieves and by associating with them they themselves could get in trouble as well. Even though they were gaining in the numbers they were getting weaker and were more vulnerable to threats of attacks by their competitive rivals the Sheriff and Prince John. Robin suggested taxing the men but his lieutenants pointed out that the low threat from buyers was maintained by the fact that they were not taxed. I recommend that they start to screen who they admit into the group. The group has very obvious needs like for farmers and hunters who can supply food for them. At this time they should recruit people with these skill sets. Robin also needs to delegate more people to work with the initial five lieutenants so that their knowledge can be passed on to all the new recruits. Appropriate recruitment and training will go a long way to solve Robin’s...
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...Franklin once said, “By failing to prepare, you are preparing to fail." In the case of Carl Robins, and a recruit mishap that may be far reaching, I will be discussing the events leading up to the mishaps and what actions could have been implemented that may have prevented them from happening. You see, Carl, was a brand new campus recruiter. He was tasked with scheduling the indoctrination and initial training for all of his recruits. Unfortunately, he scheduled all of them, at least 15, at the same time and location as an already schedule training. This scheduling conflict is one that could and will lead to other conflicts. The first issue may be that Carl was left to accomplish his first recruiting efforts by himself. This man Carl has to have a certain number of recruits show up to be trained but, it seems like he was not trained on how to accomplish his tasks or goals. This tells us a lot about Carl and the company as a whole. If the company can not train the face of the company on such an important task as proper procedures of recruiting, than how can these new recruits be confident that they will be trained correctly? Now Carl, the recruits, the company and many other moving parts of this procedure are in a very difficult position. You see, Carl realized that along with the training, there were many prerequisites that were not accomplish for each recruit. Carl has approximately, but no more than two weeks to obtain all the necessary orientation manuals, policy...
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...CDC Report: Number of U.S. Adults with Diabetes Has Skyrocketed By Vanessa Evans | Yahoo! Contributor Network – 16 hrs ago The U.S. Centers for Disease Control and Prevention (CDC) released the findings from its latest Morbidity and Mortality Weekly Report (MMWR) on Thursday, which focused on the prevalence of diabetes among American adults. The MMWR stated that the number of new cases of diabetes, particularly type 2 diabetes, has risen dramatically in the last 15 years across the country, especially in some of the southern states. The report looked at self-reported data collected from the participants of the study between the years of 1995 and 2010. The data was sorted and analyzed using a CDC system known as the Behavioral Risk Factor Surveillance System to determine whether or not the average rate of diabetes had increased over time, and if so, by how much. Here is some of the key information to emerge from the CDC's latest MMWR release about diabetes. * According to the MMWR, diabetes prevalence was higher than 6 percent of the adult population in only three states at the start of the study in 1995. Puerto Rico and Washington, D.C., also had a greater than 6 percent prevalence of adult diabetes at that time. * In 2010, at the conclusion of the study, every U.S. state, along with Puerto Rico and Washington, D.C., reported a prevalence of diabetes among its adult population that was greater than or equal to 6 percent. In addition, six states as well as Puerto Rico reported...
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