...Staff training and development Recruitment takes place from the point when a business decides that it needs to employ somebody up to the point where a pile of completed application forms has arrived in the post. Selection then involves choosing an appropriate candidate through a range of ways of sorting out suitable candidates leading to interviews and other tests. Training involves providing a range of planned activities that enable an employee to develop the skills, attitudes and knowledge required by the organisation and the work required. Recruitment Attracting the right candidates to apply for a job can be an expensive process. It is even more expensive when done badly because when unsuitable candidates apply for a job, then the post may need to be re-advertised - so it is best to get it right first time. The starting point is to carry out job analysis to identify the sorts of skills, knowledge and essential requirements that someone needs to have to carry out a job. These details can be set out in a job specification, which is passed on to recruiters - it gives them a picture of the ideal candidate. A job description is also helpful because it sets out: The job description can be sent out to potential candidates along with a person specification, which sets out the desirable and essential characteristics that someone will need to have to be appointed to the post. A variety of media will be used to attract applications e.g. national newspapers for national jobs,...
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...The Best HR Department Project Lauren Secko Human Resource Management SNHU 71 Aiken Street, Unit H6 Norwalk, CT 06851 Telephone: 203.550.8114 Email: lsecko@newcanaanymca.org Instructor: Dr. Bonnie Nelsen Executive Summary The best HR departments are ones that bring out the best in the team that they are working with. This is done through asking for and being open to feedback from those that you are representing. There are many components that go into this process, and one is no more important than the next. It is all of them together that brings forth an innovative and inclusive HR department that is there to service each and every staff member that is hired. From training and development, to retention and top talent recruitment, HR departments need to understand what is important to their staff and how they can make that team feel engaged and valued. When one is able to perfect that, they can then formulate a department and company that is working towards a common mission and goal. I hope to address this process through my paper that follows. The Best HR Department The best HR departments are ones that are able to attract and help to retain top talent. These departments help their employees feel valued as more than just a number or a tool to make their company better. Instead they make sure that employees know that who they are outside of work and what experiences they bring to the table every day, are valued and received. HR should be a place...
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...My staff development program will focus on assisting the nurses on my unit transition from using MAR sheets, to only using the EMAR. Previously, the NICU has been using MAR sheets for 30+ years to double check medications. NICU is one of the only units that double checks every medication with another nurse against the MAR. As of June 18th, the MAR sheets will no longer be printed and used for this purpose. MAR sheets make double checking medications more convenient. It is easier to find another nurse to check medications with when you have the MAR in your hand, versus finding time to pull up the EMAR on the computer. We staff a unit where there are only two nurses, and the charge nurse is usually in our normal unit. If we have multiple...
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...Staff Development Project Summary In today’s environment of exponential advancements in knowledge and technology, a concept known as the learning organization (LO) is becoming increasingly important to health care institutions (Marquis & Huston, 2012). The LO philosophy embraces the importance of learning as a continuous process and emphasizes that in order for hospitals to adapt to changes in the environment and be successful, they must create staff development programs. Nurse educators are the primary hospital resource for generating such educational programs. This summary will describe the steps to follow when planning an effective staff development program, which include assessing learning needs, selecting a learning theory, developing learning objectives, presenting learning content, and evaluating learning. Assessment of Learning Needs In order for the teaching-learning process to be effective, an assessment of learning needs must first occur (Kearney-Nunnery, 2012, pp. 162-176). Performing an analysis of learning needs will identify knowledge gaps and skill deficits and enable the educator to select the most relevant topics when creating staff development programs. Research has shown that questionnaires are a reliable method to collect this type of information (Doughty, 2012). To analyze and determine learning needs of nurses in the intensive care unit where I work, a questionnaire composed of two parts was used. The first part consisted of five questions...
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...meeting to agree on where to go on the company business retreat (Melbourne, Noosa or Fiji) b) A meeting to develop a fire evacuation plan and procedure for the simulated business c) A meeting to agree on a cleaning procedure for the simulated business. Remember, you only need to choose ONE of the above options in order to complete the assessment tasks. If you choose to use a simulated workplace, you will need to create all necessary details yourself when completing the tasks. Complete the workplace outline below. Name of business | Freedom Fuels | Description of business | Petrol station and café and convenience store | Number of employees in your workplace (approximate) | 10 | Meeting (page 5) Meeting name | Staff Meeting | Meeting purpose | To discuss the run out of the new Chicken Salad Wrap to be made in the café and to...
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...reside at the downtown Women’s Residential Program. Public Service Consulting worked with the YWCA to help raise funds and build support for both projects. PSC helped develop the fundraising strategy and wrote grants for capital investment to build the Family Center. We also helped organize and facilitate the Neighborhood Advisory Council to build support for the project and work through community issues. PSC developed a staff training plan and coordinated training for more than 50 staff members prior to the facility opening in October of 2005. At the downtown Women’s Residential Program, PSC worked with YWCA administrators to research and develop a successful three-year funding proposal that greatly expands supportive services and facilities for women in the program. Prior to the expansion, staff offices and program locations were spread out over seven floors, with staff available mostly on weekdays during office hours. Now services are consolidated on one floor with a friendly, convenient “drop-in” center approach for residents. Supportive service staff are available around-the-clock to help residents achieve their goals, and to improve building safety and security. PSC continues to work with the Resident Council to refine the new program design, and coordinates meetings of the peer recovery program in partnership with the Commons at Grant and YMCA supportive housing...
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...The Universal Language Matthew Murphy ENG 111 Introduction to Composition Spring 2014 The Universal Language My journey began with a telephone call. This was before everyone had a cell phone. The house phone rang in my parent’s kitchen. I was a junior in high school, hadn’t travelled much yet, wanted to get out and experience the country. When I picked up the phone a voice that I didn’t recognize asked for me. All that I could think was “Damn, another recruiter.” As it turns out I was correct, just not in the way I thought. The voice on the phone introduced himself as Nic Simons of the Troopers Drum and Bugle Corps. Now I had head of the Troopers, My primary musical influence had performed with them and treasured the experience. Nic offered me a position with the Troopers playing something called a contrabass bugle; all I had to do was get to Casper Wyoming, in three days with $500. The deal sounded like winning the lottery with a kicker of performing live! Of course I was in. When I arrived in Casper, having scraped together the last of my savings I didn’t know what to expect. My folks dropped me off at the Corps office, which was connected to a bingo hall, the smell of cigarette smoke pervasive, as if it would invade everything and there was no stopping it. After my parents signed paperwork giving their official permission to leave for the summer ad travel around the country with a group of people they had never met, we said a short goodbye that had my mom in...
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...MEMORANDUM FOR: SEE DISTRIBUTION SUBJECT: Non-Commissioned Officer Development Program (NCODP) for Fiscal Year 2015 1. REFERENCES: a. ADP/ADRP 6-22 b. ADP/ADRP 7-0 c. FM 7-1 d. AR 350-1 Chapter 4-10 e. NGB Regulation 600-200 f. NGIL Regulation 350-2 Chapter 6 2. The purpose of this memorandum is to establish educational priorities for the Non-Commissioned Officers (NCOs) of the 33TH Military Police Battalion (MP BN) and provide training guidance for the planning, conducting, and execution of the NCODP for units within the 33TH MP BN for fiscal year 2015. 3. In order to maintain tactical, technical, and leadership proficiency all NCOs must be fully qualified in their career field and for their NCO level of leadership. The priority for course/school completion is as follows: a. MOSQ course schools for NCOs to become duty MOS qualified. b. NCOES/SSD course schools for NCOs compatible with their rank. * Sergeants are expected to complete WLC (SSD-1 completed prior to attending WLC). * Staff Sergeants are expected to complete ALC (SSD-2 completed prior to attending ALC). * Sergeant First Class are expected to complete SLC (SSD-3 prior to attending SLC). * Command Sergeant / Sergeant Major are expected to complete SMC (SSD-4 prior to completing SMC). * SSD-5 upon completing SMC * Complete all required Sharp training and NIMS courses c. Specialized course schools to meet duty position SSI requirements. d. Additional...
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...QUALITATIVE SERVICE PROGRAM (QSP) Effective April 1, 2012 the Army activated the enlisted Qualitative Service Program (QSP) to identify NCOs for involuntary early separation from active duty. The QSP consists of a series of centralized enlisted selection board processes designed to support the Army Leader Development Strategy (ALDS) and to retain the highest quality NCOs who display the greatest potential for continued service while satisfying mandated force structure requirements. An active duty Noncommissioned Officer (NCO), upon attaining the rank of Staff Sergeant (SSG), serves in a voluntary indefinite status once they reenlist with over 10 years of active federal service (AFS). These NCOs continue to serve on active duty consistent with a retention control point (RCP) for the rank they hold. Depending on their rank, the maximum period of service may extend up to 35 years. Combined with promotion timing, RCPs establish specific leader development gateways used to develop a professional NCO Corps. When faced with rapid structure reductions, especially at the senior NCO grades, the Army cannot achieve balance by natural attrition alone. A force shaping process to accelerate losses becomes necessary in order to preserve viable career paths across all military occupational specialties (MOSs) in an effort to sustain an All Volunteer Army. Because the Army cannot achieve future end strength requirements through natural loss of personnel, the Army developed and implemented...
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...United States Air Force that advises members of the Air Force on career development, job specialties, promotions and training programs. I counsel and advise Airmen from all departments of the Air Force, from pilots and plumbers to construction workers and combat fighters. My ultimate mission is helping Airmen reach their long-term career goals. There are times I have to place my long term goal, retirement, on a temporary hold but I continue to make every effort to promote to the rank of Technical Sergeant, avoid the violations of the Uniform Code of Military Justice and complete twenty years of service. The road to retirement can be rocky but I will overcome those obstacles that may stand in my way to promote to the rank of Technical Sergeant, to avoid the violations of the Uniform Code of Military Justice and to complete twenty years of military service to retire from the United States Air Force. First, to be considered for retirement, I will have to overcome the obstacles that stand in between me and promoting to the rank of Technical Sergeant. Technical Sergeant is the lowest rank the United States Air Force permits retirement at the moment. With United States Air Force standards continuously changing, retiring in the rank of Technical Sergeant could possibly change too. In the Air Force the one obstacle that stands in my way of promotion is the promotion testing I am required to take after wearing Staff Sergeant rank for two years. The test consist of two parts,...
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...Key Words: Air Force, equal employment, First sergeant, position, power, restructure, Current Position Because of restructure and streamlining the position, I currently hold, as first sergeant in 45-days will no longer exist. However, my skills and training align with the newly opened Equal Employment Opportunity Specialist (EEOS) within the squadron. Key transferable duties of the first sergeant position include executive leadership and management to include communicating concerns of civilians, officers, enlisted, men, and women to the Commander (Chief Executive Officer/CEO). Those topics include the health, esprit de corps, discipline, mentoring, well-being, career progression, professional development, and recognition of all assigned enlisted members ("Air Force Enlisted Job Descriptions and Qualifications," 2012). The first sergeant is responsible for squadron member’s quality of life and pivotal in ensuring morale and unit cohesion. Squadron First sergeant’s respond to family maltreatment, including identification, and reporting protocols for employees. In addition, First sergeants, direct suspected active duty Air Force family maltreatment offenders to the Family Advocacy Program for comprehensive assessment and service planning. Further, First sergeant’s escort members through behavioral health referrals, establish disposition plans instituting precautionary measures to prevent injury, suicide (AF, 2010). First sergeant’s also...
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...themselves. NCOs expect to be evaluated fairly, objectively, and want to be receiving an NCOER that will allow them to excel for further promotion and assignments. An NCO wants to have the faith that their rater is competent enough to give them a proper rating, good or bad, on their performance. The visual information career field is small and highly competitive to reach the ranks of Sergeant First Class to Sergeant Major, so accurate NCOERs are crucial to compete. An area of concern on ethical behavior was found on NCOERs coming from the Defense Information School instructors. NCOs had received bullets that were exactly the same and in the same blocks of evaluation, causing the value of their NCOERs to be devalued and possibly causing Staff Sergeants to fall behind their peers for promotion. The inaccurate and irrelevant NCOER Ever since I was a young Sergeant, I learned that the Noncommissioned Officer Evaluation Report, NCOER is a crucial document to show and justify what you have learned and accomplished during that rating period. In recent years as I have become a senior noncommissioned officer and been able to review many NCOERs, I have seen a pattern for NCOs in the Visual Information career field for the Signal Corps. Leaders are writing inaccurate NCOERs and making them less effective, because NCOs are not applying themselves. I still believe that the NCOER is the most accurate means there is to...
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...The Day I Stopped Caring I had great difficulty choosing an appropriate subject for this paper. For some Soldiers, it takes only seconds to make a list of leaders who have influenced their development, both positively and negatively. Others may only recall a single NCO who was either a paragon or a disgrace. I have no such recollection for any of my past coworkers. I have worked through most of my career believing that the Soldiers with whom I work have little, if any, influence on my life. Despite spending nearly a year as squad leader and another as a platoon sergeant, I have never held a position of direct responsibility over another soldier. The NCO’s with whom I have served have generally been peers or held leadership positions that required little more than standing in the proper spot in a formation. I have never written a counseling statement other than those required in NCOES. I have only received about twelve of my required developmental counselings. The entire counseling process remains almost a mystery to me. Nonetheless, the Army has promoted me to Sergeant First Class and now considers me a senior leader. This promotion has concerned me since I became eligible for it. For my first look, my battalion Command Sergeant Major called together some Staff Sergeants about a week before our promotion packets were due. He explained that the brigade CSM wanted to know why we had not authenticated our promotion packets. He instructed us to write our replies...
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...C/Senior Airman Frances Law Commander Captain Paul Vella Civil Air Patrol ~ Lt. Vincent R. Capodanno Composite Squadron 5 February 2013 The Cadet Staff Sergeant rank is the last obtainable rank in Phase I and the first rank of a Cadet Non-Commissioned Officers. Behind this rank follows a long period of practice of the four core values in Civil Air Patrol. Drills and ceremonies along with the foundations of military courtesies and customs play a major role in demonstrating the readiness of achieving this rank. Displaying the warrior spirit is crucial as well as understanding the uniform and exhibiting forms of leadership. This rank of C/SSgt is earned through hard work and is not simply given to any cadet who displays standardized abstracts of the requirements of the rank. This rank is given to the cadet who flaunts exempt leadership and depicts and ideal leader. The four core values of Civil Air Patrol, integrity, volunteer service, excellence in all we do, and respect, are the basic qualities in which CAP expects all members to display at all times. They are to be executed through each member’s lives by self awareness, self discipline, and attitude. Drill and ceremonies is, in short, is performance of military customs and courtesies. Drill requires attention to detail and measures a cadet's sense of self-discipline. Drill and ceremonies help build onto military courtesies and customs. It is important to maintain and build on expressions of politeness and mutual respect...
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...Maria Escobedo RHT 102 A Waitress's Instructions on Tipping The poem "A Waitress's Instructions on tipping or Get the Cash up and Don't Waste My Time" by Jan Beatty shows more depth and insight on the realities and in fractures of tipping. This poem is an example of a free verse. It has no rhyming or formal structure where it shows her experience as an irritated, mad and greedy waitress. She remarks on several points like the importance of the tipping, because it is the wage for waitresses. Moreover, any and every special request needs to be tipped extra. There is never an over tip for a waitress. Lastly, customers do not own the waitress. Beatty uses exaggerations in her poem to make sure we all perceive her message (Importance). In this poem, Beatty shows how some waitresses live from tips. On line eleven she says, "Remember, I am somebody's mother or daughter."(706) This is one of the strongest images in the poem. In some way she is calling out to her customers who probably have or are someone's mother or daughter. She is trying to make them see that she is a human and loved just like they are. The content of the poem help us understand of waitresses. "Throughout the poem, while we are being lectured on proper tipping, we come to understand that the waitress is in a position where she depends on our gratuities."(Importance). For a waitress, every special request is a waste of time if the customer does not appreciate the waitress's job and gives a good...
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