Recruiting or Retaining Essays

Enlisting or Retaining Essays Enlisting or Retaining Essay Enlisting or Retaining Essay CASE: WHICH IS MORE IMPORTANT aâ‚ ¬Ã¢â‚¬Å" RECRUITING OR RETAINING? G. K Electronics Ltd. , is a spearheading and globally rumored firm in the Electronics business. It is perhaps the biggest firm in the nation. It pulled in representatives from universally rumored foundations and businesses by offering significant compensations, advantages and so forth. It has publicized for the situation of an Electronics Engineer as of late. About 150 competitors working in different gadgets firms went after the position. Mr. Sashidhar, an Electronics Engineering Graduate from IIT with 5 years working involvement with a little hardware firm was chosen from among the 130 competitors who stepped through exams and meeting. The meeting board suggested an upgrade in his compensation by Rs. 500 every month more than his current pay at his solicitation. Mr. Sashidhar was glad to accomplish this and he was praised by various individuals including his past manager for his splendid meeting execution and good karma. Mr. Sashidhar joined G. K. Gadgets Ltd. on 21st January, 1996 with an extraordinary eagerness. He additionally secured his position to be very agreeable and testing one and he felt it was profoundly renowned to work with this organization during the early stages of his vocation. He discovered his bosses just as subordinates to be cordial and agreeable. Be that as it may, this atmosphere didn't live long. Following one year of his administration, he gradually found out about various upsetting anecdotes ab out the organization, the board, the predominant subordinate relations, pace of worker turnover, particularly at more elevated level. Be that as it may, he chose to remain on as he guaranteed a few things to the administration in the meeting. He needed to please and change the mentality of the executives through tireless exhibition, solid duty and devotion. He began boosting his commitments and the board got the feeling that Mr. Sashidhar has settled down and will stay in the organization. After at some point, the bosses began riding once again Mr. Sashidhar. He was over-burden with diverse occupations. His opportunity in choosing and executing was chopped down to estimate. He was abuseed on various events before his subordinates. His associates additionally began doling out their obligations to Mr. Sashidhar. Thus there were lopsided characteristics in his family life, public activity and association life. Be that as it may, he was by all accounts quiet and satisfied. The executives felt that Mr. Sashidhar could hear with a lot more association obligations. It was very astounding to the General Manager to see the abdication letter of Mr. Sashidhar alongside a check equal to a monthaâ‚ ¬Ã¢â€ž ¢s pay one fine morning on eighteenth January, 1998. The General Manager neglected to persuade Mr. Sashidhar to pull back his acquiescence. The General Manager diminished him on 25th January, 1998. The General Manager needed to delegate an advisory group to go into the issue promptly, however dropped the thought later. The derivation from the above is clear. The administration had no methodology of holding able workers by giving them legitimate treatment and duties. They additionally have not spread out any HR strategy of characterizing zone of duty regarding officials or staff. It shows up anyone in the firm can pass any work to their associates and even administration is additionally not made a big deal about over stacking a skilled individual ready to attempt testing errands with duty. In the event that the above deformities can be revised by the administration and ranking directors they can hold competent supervisors or officials and the labor turnover may descend and the companyaâ‚ ¬Ã¢â€ž ¢s notoriety concerning HR will go up. The firm can draw in increasingly more competent work force.

Homeland Securtiy. Post-Mortem of the US Governments Response to the Essay

Country Securtiy. Posthumous of the US Governments Response to the Times Square Cesium Terrorist - Essay Example Upon the arrival of the assault, Times Square had its ordinary measure of guests and wind conditions were quiet. Following the assault, NYPD and NYFD rushed to react, however later emergency and radiation the board endeavors by the EPA were moderate and thwarted salvage endeavors. Unique This reminder was made as the consequence of a post-hoc assessment of the Times Square cesium psychological militant assault. It intends to feature the essentialness of long-and transient fatalities, cost of property harm, and loss of open trust in security as results of radiological assaults; and as a result of this noteworthiness, utilizes these results to quantify the general achievement of the bureaucratic government’s reaction to this assault. Besides, this reminder endeavors to feature zones that could have been improved before the assault to forestall this degree of annihilation, including better administration of existing assets, better assurance of existing radiological supplies, and a superior comprehension of the atomic fear based oppressor danger. In conclusion, this notice expects to feature the beforehand startling result of wind to show the impact puzzling factors can have on the administrative, state, and neighborhood governments’ reactions to emergencie s like this. ... Kelly expressed that, â€Å"The Committee will without a doubt concur that the peril introduced by unobtrusive radiological sources that are relatively simple to acquire is significant,† (Kelly 2002). In his article â€Å"Nuclear Terrorism Reconsidered†, Gavin Cameron offers a clarification of a terrorist’s inspiration to utilize these weapons by saying, â€Å"The specialized attainability of radiological psychological warfare make it by a long shot the most probable type of atomic weapon. [†¦] Radiological weapons would, as atomic yield weapons, set a gathering apart and take its fear based oppression to an alternate level† (Cameron 1999). In this statement, Cameron shows why radiological psychological oppression stays such an engaging style of assault for some fear based oppressors: this sort of assault imparts a similar open dread as an atomic assault yet is significantly more mechanically in-go after numerous fear based oppressor gatherings. There are a few factors that add to the adequacy of a radiological fear based oppressor gadget. Among these are â€Å"the measure of material discharged, the nature of the material, the subtleties of the gadget that circulates the material, the heading and speed of the breeze, other climate conditions, the size of the particles discharged, [†¦] and the area and size of structures close to the discharge site† (Kelly 2002). These factors are significant during the time spent evaluating the harm brought about by an assault and potential departure and cleaning plans. As a result of these vulnerabilities, estimations of the effect of such a weapon are incredibly mistaken and hard to decipher. Results Fatalities are the most evident quantifiable result of a radiological fear based oppressor assault, yet may not be the most instructive in this assault. In a radiological assault, fatalities must be partitioned into present moment and long haul fatalities.

Unpacking Minimalism The Wallet

Unpacking Minimalism The Wallet This is the first episode of our new YouTube series, Unpacking Minimalism. Each month, Jordan Know Moore, the filmmaker for The Minimalists, will select a topic from our podcast and unpack it on our YouTube channel. This month, we take a look inside a minimalist’s wallet. Use the comments to let us know what youd like us to unpack next. Subscribe to The Minimalists via email.

10 Important Steps for Producing a Quality News Story

Black Female And Social Work - 1574 Words

NAME: Olga Ovchar CLASS: LEH 353 Second paper Black female and Social Work All my life my parents have taught me the value of helping others. Having different experiences and growing up in an atmosphere where the need of others were put before our own, led me to have a desire to be a social worker. Believing that being a social worker involves many special skills, as an example one of those that u need to interact with people from different cultures and principles than me. For as long as I remember I have had the desire to become a social worker inspiring people and developing people that will drive me to dedicate my excitement and dedication to do what is important in this dream job a reality. Looking at facts and opinions that I need†¦show more content†¦I can say that being a social worker was never in my plans. I started from Liberal Arts, because I wasn’t decided on my career choice. I took almost all courses, when I got an advice from one of my friends to try Health Information Technology. I gave it a chance and I didn’t realize how time flied by and I graduated. My dream always was to work with children. When I graduated and took my internship, that was the time, when I understood that I made the wrong choice. I needed to search for another career, because I understood, that it would not be what I meant. My father is physical therapist and he gave me and advice to think and to do some research about Social Worker. This time, I did the most research that I could, in order to not repeat my mistake again. I instantly knew, that this what I needed. All over the world, there is and will always be abuse. That’s the reality of it, but now Iâ₠¬â„¢m studying for Social Worker here at Lehman College, because I would like to be working toward changing a child’s reality one day, I am changing my knowledge every time I come to class, and changing my life one step at a time. I believe that it all starts with me, and while I may not be able to save the whole world, I will be able to save and help at least small part of it. I currently work in the family practice as a receptionist. My best days are those when I able to help people and provide them with all the information needed. Every day is different.

Research on Ginger in Meghalaya Free Essays

string(65) " and then properly dried and added with sugar to add as topping\." Report on the field study of Ginger and Turmeric in Meghalaya PREFACE Meghalaya is a state which is rich in natural resources, be it from flora to fauna to the mineral resources, the state has it in abundance. Agriculture, including crop and animal husbandry, fisheries, forestry and agro processing constitutes the very basis of socio economic lives of India. One of the major activities in the state is cultivation of horticulture crops which includes that of Ginger and Turmeric. We will write a custom essay sample on Research on Ginger in Meghalaya or any similar topic only for you Order Now Ginger is being predominantly grown in Ri Bhoi District while almost the whole belt of Jaintia Hills, the best quality of Turmeric found in the whole country with the reported cucurmin content up to 7. 6%. However amidst plenty of what we have, there are too many missing links in between for the state to realize the full potential in terms of commercial activities in revenues and most importantly to address the issues of the farmers to increase the income for better livelihoods in the villages. Therefore the market access team from MBDA along with the staffs of Appropriate Technology India (ATI) made a visit to some of the important cultivation belt of ginger and turmeric of Ri Bhoi District and West Jaintia Hills District for assessment of production which includes cultivation practices as well as understanding the organic practices for the potential of organic certification for premium pricing of the products, post harvesting and processing aspects as well as marketing aspects for improving livelihood security in the state. The visit was spanned in six days and within these six days; the program was conducted in the following order: 12th February 2013 On this day the team comprising of three interns from MBDA and five ATI workforce under the supervision of Mr Iai Majaw, the Horticulture Officer with the Government of Meghalaya, left Shillong at around 10 AM and visited the Ginger belt of Ri Bhoi District. Firstly we visited the farm house which is located next to the Highway to Guwahati at Umsning. There we met and interacted with around twenty five ginger cultivators in and around Umsning. These villages are located within the distance of 1 to 3 kilometers from Umsning. The farmers start sowing ginger from the last week of April throughout the month of May. We came to know that they inherited the ginger cultivation practices from their fore fathers seeing that the climate is conducive for the crop to thrive and that there is a market for all of their produce from year to year. The main area of concern for them is that, the plant is frequently getting infected with root and stem rotting, thus spoiling their effort in time and money. Stem rot is more frequent than root rot and occurs in between the months of June to September. They don’t have any solution to tackle these kind of infections, the only activity that they do is to uproot the whole crop and throw it as far as possible from the cultivation land and sometimes even burning that particular crop but it seldom help the cause as the infection will start to spread to the whole row and even at times the whole field. They practiced Jhum cultivation with the belief that it softens the soil and helps in the ploughing activity. They also have a fair idea of the reason behind crop rotation and practiced it once in 3 years. They do give manure to the crop once in a while in the form of poultry, pig and cow droppings. They said that they have received training from the horticulture officers but most of the time they apply those methods being taught to them in the beginning phase but revert back to their traditional method of cultivation. They stored the seed in a proper way and have no problem with the occurrence of seed spoilage before the cultivation period. The nearest market for them is the Umsning market which is being held once a week. At the weekly market, traders which are middle men come to purchase their crop at rates of 1,100 – 1,200 rupees per 40 kgs which is a standard unit of weight being applied in terms of ginger and turmeric in the whole area. However, when they feel that a better price is available at Iewduh market in Shillong or when there is a need to go Shillong for personal work, they carry along the ginger which fetched them a price of around 1,500 – 1,600 per 40 kgs. From there the team moved to Sohpdok village which is approximately 5 kms from Umsning. Here we interacted with the headman of the village and around 15 farmers in the processing unit which is next to the SSA school premises and found out that the ginger cultivation was enlarge by the intervention and help of RRTC, Umran. There are 3 driers, 2 slicers and 1 pulveriser at the processing unit which is not yet functional as they have just received the machines from North Eastern Hill University. The problems and practices regarding the cultivation practices are the same as the ones which have been described above. However, the people said that they rate of ginger that they sell at the village when traders come to collect from the village is around 900 – 1,000 rupees per 40 kgs. The last visit for the day was at Regional Resource Training Centre (RRTC) Umran, which is run by the Catholic Church and presently headed by Father James. The center spans around 400 acres campus and facilitates in imparting training to various livelihood and entrepreneurship program and one of the main activities is the food processing centre which includes turmeric and ginger processing. The ginger after undergoing a series of treatment which includes peeling, trimming, weighing, washing, and processing by boiling with citric acid is then mildly dried and mixed with fine sugar in specific proportions and then properly dried and added with sugar to add as topping. You read "Research on Ginger in Meghalaya" in category "Essay examples" It is then packed and labeled as Ginger Candy. The ginger candy is retailed at an MRP of 35 rupees for 100gms. When asked about the costing, the staff who is taking care of the processing unit said that the whole cost of labour and various activities from start to finish is around 120 – 150 rupees/kg, while the retail cost is 350 rupees/kg thus making a profit of 200 rupees/kg. The ginger is also converted into powder form firstly dipping the dried ginger in Sodium Carbonate solution to increase the shelf life of the product and then grind to powder and packed. The same goes for turmeric which is simply grind into powder form and retailed at the stores. Their main area of concern is marketing, which they say they have a limited penetration to the market through their retail outlet next to the national highway and some retail shops in and around Shillong. 13th February 2013 The team left for Nongpoh and along with the existing ERPs of MBDA went to Umkon village which is 23 kms away from it. Here we interacted with just around 5 farmers as there is a funeral in the village. Almost each and every ousehold practice ginger cultivation in large scale and turmeric cultivation for their own consumption on a lower scale. Almost all of the households exceed 500 kgs of ginger production in a year with some of them going up to 3 or 4 tonnes. The main market is at Umden in which the price of the ginger is around 1,000 rupees/40 kgs while the seed is being sold at 35 rupees/kg. The seed is being sold among the farmers from nearby areas and new farmers wh ile the raw ginger is being bought by middlemen and commission agents who then supply either to Guwahati or Kolkata directly. The main areas of concern for the farmers is again the same issue of their inability and lack of knowledge how to tackle diseases such as stem and root rot. However, they shared their success story of how ginger cultivation has improved the general living conditions in and around the area. There is no value added activity for the ginger being produced in the area. Then at around 4 pm we left for Byrnihat to visit the North Eastern Regional Agricultural Marketing Corporation Ltd (NERAMAC). There is a processing plant to extract ginger oil from fresh or raw ginger. The plant capacity is around 3 to 5 tonnes per day, yielding 1. 5 liters of oil which retails at 7000 – 9000 rupees/liter. The major problem that they are facing is the availability of raw ginger as most of the ginger which is produced within the region is being sold to middlemen at a higher rate. 14th February 2013 The team left Shillong at around 8 AM for the turmeric belt of West Jaintia Hills District. We stationed at CTC hotel and then under the supervision of Mr Lyngdoh, a horticulture officer with the Govt. of Meghalaya, proceeded to Wahiajer village where we interacted with 2 farmers, one farmer just started the ginger cultivation activity since he saw that there is a market and the soil is very good for ginger to grow, so keeping in mind of the above factors he started cultivating ginger and after harvesting the produce, decided not to sell any of it but to keep it as seed for the next year. When we arrived there we interacted with him and asked him to show us the place where the seed is being store and when he dug up some of the seed, even though the ginger quality and size is good, it was found that the whole ginger is moist and wet and infected with fungus, budding has also begun to take place. He said that he has received no training on how to cultivate, harvest and store the ginger so he is not aware of what procedures and process to follow. Then we told him to take out the whole lot of ginger stored there and to dry it in the shade and treat it with organic chemicals which might be available at the horticulture office in the block. Being a starter in the activity he is unaware of the whole system, except the price that he might get if he is to sell the product at the local market. He also practices slash and burn cultivation like the rest of the farmers are doing in the whole area. We then met with another farmer who has been practicing the ginger cultivation activity for quite some years but he confessed that he is quite disheartened with the activity as there is no help from the government side in monetary terms nor in training facilities, so he is contemplating of shifting his cultivation activity from ginger to that of tomato as there is a better market currently prevailing in the whole area. The horticulture department is also neglecting the ginger farmers in the area while promoting that of the tomato. We then proceed to Laskein grinding and processing centre which has a Federation comprising of 9 clusters, 30 villages and around 100 SHGs. The Unit was set up in 2007 with the objective of improving livelihood and income within the area. The processing unit was set up with the help of MRDS which also helps in the training of man power as well as marketing activities. The unit is well equipped with Dryers, Slicers, Pulverisers and for the first time this year an Oil extractor machine is being set up which will be functional from this year onwards, the staffs also are yet to get training how to utilize the machine. The steps in the processing of ginger in the unit here are as follows: WASHING BOILING SLICING DRYING GRINDING PACKAGING The production of turmeric powder last year was around 3 tonnes and this year they aimed at a higher quantity. Each and every cluster of villages which falls under the association have a commitment to bring the produce of raw turmeric to the processing centre and the Federation buys it at a rate of 30 rupees/kg, when the turmeric is being sold in powder form at 250 rupees/kg as of last year, 230 rupees is being given back to the farmer and 20 rupees is being kept by the federation. The packaging is done in quantities of 1/4th kg, ? kg and 1 kg for the local market while it is packed in gunny bags of 40 kgs each for the lot which is supposed to be transported to Guwahati. 15th February 2013 The team accompanied by Mr Remi from MRDS went to Umsalait village which falls under Iakitlang cluster, comprising of two villages, Umsalait and Umsaroo which has 245 and 70 households respectively. There are 6 SHGs in the cluster, out of which 5 groups consist of women and 1 group that of men. The team interacted with around 30 farmers and learnt that they have been practicing the cultivation of turmeric from generation which they inherited from their forefathers but increased the activity to a larger scale as soon as they see that there is a market and it contributes to the generation of income activity. The problems faced by the farmers are almost the same throughout the state in which the major issues are that of diseases and not knowing how to tackle them. They are quite grateful to MRDS which helped them in imparting knowledge and funds even if it’s in small mount, the intervention has helped them to increase their income for a better living conditions. 16th February 2013 The team visited Mr W. Nongspung processing centre situated at Laitkor which is roughly 12 kms from Shillong. Mr Nongspung took advantage of the PMEGP scheme from DIC, Shillong and set up his processing centre there. However, fewer spices products are being processed at his unit since he only supply dry turmeric to a company in Guwahati known as Amalgamated Plantations, located at Christian Basti on a commission basis. His commission stands at 20 rupees/kg. He supplies around 30 tonnes of dry turmeric in a year and the company financed the money entirely in advance. Owing to this, he processed dry turmeric at a very less amount. He then started processing fruit juices such as star fruit, cherry as well as pickling of ginger, radish, chillies and bamboo shoots. His products have Organic tags along with them, while there is no proof of paper work that his products are organic certified. He sources the packaging materials from Industrial estate in Guwahati and get the label locally printed in Shillong. According to him, the major difficulty he is facing is that he doesn’t know how to market his products in a big way and he has no idea about branding at all OBSERVATIONS Below are the few parameters of observation prevailing in the production areas where the team has visited a) AREA AND PRODUCTION Most of the households in the villages which fall under the area that we have visited do not have a fair idea of the size of their respective plot under ginger and turmeric cultivation. From the conversation that we had we could make out that the minimum area of cultivation per family is around 1 acre up to 4 to 5 hectares. As far as production is concerned, the quantity that each household produces ranges from 750 kg to 5 tonnes. b) LAND USE The land that is used is normally rotational and at times shifting and bun cultivation is a normal practice which is traditional in nature. The area to be cultivated is first covered with the soil on top of the leaves and then slowly burned and often left overnight so as to soften the soil in the ploughing process thus easing the tilling process. This practice also helps in sterilization of the soil. The agricultural land is mostly owned and controlled by individual farmers and some of them have been leased by people who are not engaged in agricultural activities who are mostly traders or government servants or who have migrated from the village on a nominal fee or in exchange for the products the cultivate. ) LAND PREPARATION Ginger and turmeric is normally cultivated in slopes and terrains under the shade of some trees. The land is normally not ploughed but just holed and dug up to 6 to 7 inches for the seed to be buried inside. Very few farmers added manure of animal dung to the crop while the rest just leave it as it is. There are no proper irrigation facilities to retain the water content during the rainy season, th us leaving the crop to absorb as much water as ossible during the rainy season and dried throughout the rest of the months. d) SELECTION OF SEED After the harvest is done, rhizomes which are large, healthy, free from any injury spots and more buds are selected to be stored as seed. The seeds in the case of turmeric are simply stored under the shade above the ground and normally very few infections would occur on turmeric seed, whereas in the case of ginger it is more complicated as the seed is normally infected with fungus and budding usually takes place before the sowing season. The method of storage is traditional in practice as the seed is stored under a pit dug below the ground and simply covered with a thin layer of soil thus attracting moisture and fungus to infect the seed. There are many cases in which farmers have complained that the seed gets spoiled before the sowing season starts. e) PLANTING Planting is usually done in the month of April to May just at the start of the rain. The rhizomes are planted in about 6 inches apart from each other and 6 to 8 inches deep and then covered with soil. During plantation the rhizomes are broken and make sure that they at least have 4 to 6 budding sprouts. The turmeric and ginger is normally cultivated along some other vegetables in the field such as beans, maize and pumpkin. f) HARVEST The harvest is done in when the crop attains maturity, the sign given by the death of the stem and leaves. It usually starts from early November and goes till the end of January. The seed is normally left till end of February to attain maximum maturity. Farmers also sometimes look at the market demand and when they know that there is a demand for the product in the market, they normally harvest the crop as and when required. ) MARKETING The marketing of ginger and turmeric usually happens in weekly local markets which are near to the villages and sometimes at Iewduh, in Shillong. Commission agents, middle men and traders purchase the products at a wholesale rate from local markets and then sort out and grade the lot according to the quality and packed them in gunny bags to be transported outside the state. In case of turmeric, trade happens mostly as a dry material in the form of slices or in powder, whereas in case of ginger trade happens at the raw or fresh ginger state. Thus we can see that the middlemen control the market of ginger and turmeric in the whole state. h) COSTING 1) Cultivation-(umsalait) For 1 hectare land, they need around 10 people for 60 days and labour cost is Rs 200/day. (a) Labour 10 x 60 = 600 (b) Labour Cost 600 x 200 = Rs 1,20,000 (c) Seed Cost Rs 30 x 2000kg = Rs Rs 60,000 ————————————————————————– DIRECT TOTAL COST = Rs 1, 80,000 The production from 2000kg seed is around 5 tonnes. And the cost of raw turmeric is Rs 30/kg PRODUCTION OUTPUT= 30 x 5000 = Rs 1, 50,000 Therefore we can see that the expenditure exceeds sale, thus instead of benefitting from the agricultural activity, the farmers are suffering losses, which they cannot understand as there is no costing method being followed. 2) Processing-(laskein) Cost of raw turmeric is Rs 30/kg. if 100kg is taken for processing, then cost of procuring raw turmeric will be Rs 3000. kg of raw turmeric when dried will produce only 1kg. Therefore 100kg will produce 17kg of dried turmeric. a) Cost of dried turmeric = 3000 / 17kg = Rs 176/kg b) Other Indirect Cost = Rs 100/kg (sorting, washing, drying, slicing, grinding, packaging, transportation, electricity bills and other miscellaneous fee) ___________________________________________________________ TOTAL COST PER KG = Rs 276 SELLING PRICE OF 1kg POWDERED TURMERIC = Rs 250 Thus over here we can also see expenditure exceeds sale which results in a loss for the farmers. From the above analysis, it can be concluded that there is a need to reduce the DIRECT COST and to increase the Seed to Production Output in order to generate higher revenue. Interventions like introduction of power tillers, is not feasible because the cultivated areas are located in far away terrain and slopes, which are not motorable. ORGANIC PRACTICES AND SCOPE OF CERTIFICATION As the method of cultivation in the whole state is mostly organic in nature and with the awareness on importance of organic certification that organic products fetches a premium price in the market, there is a need to promote and to create awareness among the farmers to opt for organic certification so as to increase their income from selling their products. While discussing with various farmers, it is found out that organic farming, although practiced, is mostly done using traditional methods which consist mainly of slash and burn and composting. However, the â€Å"slash and burn† method is not considered as organic method because it kills the microbes which fertilize the field. Also, they have no access or awareness about organic pesticides like Trichogramma which is available from the State Biological Control Laboratory in Shillong. And Trichoderma which is use mainly for Ginger and Turmeric is still in the testing stage and will be available shortly. Some of the reasons that the farmers have not under gone organic certifications are mentioned below- 1) No awareness about organic certifications and its potential. ) The farmers have not received any training methods regarding organic farming. 3) They are also not aware of the market and its demand for organic products. 4) The certification process is quite long which takes up to three years. On top of that, the certificate has to be renewed every year. 5) It is also quite expensive. PROBLEMS FACED BY THE FARMERS/ PRODUCERS AT PRODUCTION LEVEL 1) Low yield of the horti cultural crops in which the ratio is 1:2. ) Prevalence of bacterial and fungal infections which affect both stem rot as well as root rot 3) Unsuitable farming practices with poor drainage system to retain water 4) Very seldom crop rotation to replenish soil nutrients 5) Jhum cultivation in which the soil microorganisms died in the process 6) No organic manure is being given to the crops 7) There is no treatment of the seed before sowing 8) There is no capacity building measures being taken to tackle infections and other diseases. POST HARVESTING AND PROCESSING ASPECTS 1) 99% of the farmers sell ginger as a raw produce while turmeric is often converted to dry slices or at times into powder form but at a lower scale. 2) The market is being dominated by the middle men 3) There is no system of grading the ginger based on size and quality 4) The seed to be stored is not harvested at the right time so as it is mature enough to resist spoilage and not properly dried to resist fungal infection 5) Lack of knowledge and training how to store the seed ) Lack of knowledge regarding value addition activities which will fetch a premium price 7) Lack of appropriate technology and infrastructure in many aspects of modern storage. SUGGESTIONS FOR TRAINING/MBDA INTERVENTION CULTIVATION LEVEL 1) Treatment of the seed with organic chemicals such as Trichoderma, one day before sowing to control any seed infection later on. 2) Use of organic compost manure to increase the yield and productivity 3) Proper inter-culture activities f rom month to month ) Digging of horizontal drain-like pit of about ? ft depth perpendicular to the cultivation rows in terrain areas for water and manure retention. 5) Training in capacity building measures to tackle infections and diseases of both root and stem. 6) Practicing rotation cultivation of turmeric and ginger with leguminous plants on a yearly basis to replenish the nitrogen content of the soil 7) The seed which has to be stored needs to be harvested when it has matured. POST HARVESTING ) Grading and segregating the harvest if needed 2) Proper drying of the seed for a week under the shade to avoid moisture content in order to prevent fungus infection during storage. 3) Modern method of storage to maintain the health and freshness of the seed, by digging a hole up to 1 ? ft deep inside the ground and covered with lumps of soil up to 1 ft height and then plaster with a thin layer of wet mud to prevent entry of moisture. 4) Costing method should be taught. 5) Record keeping and internal assessment. ) Awareness of the importance of value addition process post harvesting. 7) Exposure visit. 8) The officers at various levels in District headquarters should play a pro-active role in imparting training and looking at various aspects where there could be an intervention. CONCLUSION In both cases of Turmeric and Ginger, there is hardly any value addition that is being done in the State. Middlemen control the market and influenced the fluctuation in price of both these items. In the case of Ginger alone, except for a meager percentage which gets converted into Ginger Candy at Regional Resource Training Centre (RRTC), Umran and North Eastern Regional Agricultural Marketing Corporation Ltd (NERAMAC), Byrnihat, there is no other value addition activity being practiced in the State. The whole amount of raw ginger is being packed into sacks of gunny bags of 40kgs and transported directly to Guwahati and Kolkata, thus we are deprived of the real value of what ginger could have fetched if proper knowledge, skills and machineries are being set up for value addition activities within the state. Whereas in terms of Turmeric, people are more aware of the better price which powder turmeric fetches in the market. Beside few turmeric processing units at the village level which were set up by Self Help Groups (SHG) at the cluster or village level, such as one at Laskein Block in West Jaintia Hills and smaller individual Grinding units at Shangpung and Laitkor, there are many small entrepreneurs who take their produce of dry turmeric to grind at any of these grinding units and sell at local markets as well as in the main market, Iewduh in Shillong. Of what we observed, most of the farmers involved in cultivation of turmeric and ginger, are women which comprises of around 70 percent workforce, the men are usually involve during ploughing activity which is more related to strength but as soon as the sowing season started they shifted to other kinds of works or migrated to other villages in search of work. Thus there is a lot desired and to be done in order to improve livelihood security through integration in growth value chains and market linkages in Meghalaya. ______________________________________________________________________ How to cite Research on Ginger in Meghalaya, Essays

Implementation of IT in the Architecture Free Sample for Students

Question: Discuss about the Importance of Information Technology for Business Survival. Answer: Introduction Information Technology (IT) is an integral part of the businesses in the present scenario. IT has expanded itself to a large scale and is being adapted in every sector. One of such sectors that have transformed itself with the implementation of IT is the tourism industry. The business activities that are carried out in the tourism industry have benefitted a lot with the implementation of IT in the architecture (Jadhav, 2011). The document covers the impact of IT and its associated details on the tourism industry. Need of IT IT has become a necessity in every business sector and it is required in tourism industry as well. Trip Advisor is an organization that has set up a travel web site for the users that includes the reviews of the travel related entities such as hotels, restaurants, places to visit and likewise. All the information along with the business operations that are carried out at Trip Advisor are all based upon IT. The organization has also developed its mobile application to attract more number of customers and to also allow them with the ease of usability and availability (Law, 2010). The organization will not be able to function correctly without the aid of IT as the entire functioning depends upon the IT tools and processes. The need of IT in tourism industry in organizations such as Trip Advisor is huge and cannot be ruled out. Importance of IT for Business Survival IT has turned into a need in each business division and it is required in tourism industry also. Trip Advisor is an association that has set up a travel site for the clients that incorporates the audits of the travel related elements, for example, eateries, spots to visit and moreover. All the data alongside the business operations that are completed at Trip Advisor are altogether in light of IT. The association has likewise built up its versatile application to draw in more number of clients and to likewise permit them without any complexities. The association won't have the capacity to work effectively without the guide of IT as the whole working relies on the IT apparatuses and forms. Tourism industry in the present scenario is therefore necessary for the survival of business (Balandin, 2014) Components of IT to be applied in Trip Advisor There are various components of IT that are required in the functioning of tourism industry and in the organizations such as Trip Advisor. There are several information systems that are automated in nature that are being used in Trip Advisor and are very essential for its functioning. Sales management systems are one of the information systems that play a significant role in the functioning of the business organizations to keep a track of the sales processes in an automated manner. There are also order processing and transaction processing systems that play an important role to keep a track of all the transactions associated with the booking of orders, posting of reviews and likewise (Kounavis, 2012). Trip Advisor has its web site and mobile application that acts as an interface between the users and the business side of the organization. The design and development of these portals has been done with the aid of IT tools and processes. The mobile application of Trip Advisor is synced with the social media accounts that allow the users to connect with their respective accounts with just a click of a button. There is a lot of data and information that is exchanged between the entities through the web site and mobile application that involves end users, third parties, agents and many more. This information is captured and analyzed with the use of IT tools to understand the patterns and statistics that are associated with the organization. IT tools also enable the organization to gain a competitive edge in the market by designing the strategies and methodologies as per the results that are provided after the analysis of the information (main, 2015). Planning and estimation of cost, time and effort has become a necessity in every business organization. The case is the same with Trip Advisor as well. It is extremely essential to carry out detailed planning along with the correct estimation of cost and budget in order to make sure that the risks that are associated with the budget and schedule overrun are avoided. There are also many third parties that are associated with Trip Advisor such as hotels, transport agencies, end users and many more. It is essential to design the requirements and specifications serving the needs of all the third parties (Borensik, 2010). Use of IT Trip Advisor makes use of IT in all of its business activities and operations. For the external entities such as the customers and the suppliers, the organization has made available its web site and mobile application to allow the users to involve with the organization and carry out several activities. The organization also has a strong social media presence which allows the users to connect with the other entities with much ease. Social media integration has been enabled with the aid of IT (Mills and Douglas, 2016). The application of IT has been immense internally in the organization as well. Trip Advisor makes use of IT in several areas such as technical, operational and managerial activities. There is a number of automated information systems that the organization makes use of in order to make sure that the entire functioning is carried out easily. Benefits and Advantages of IT There are numerous benefits and advantages that IT has brought to Trip Advisor along with similar organizations in the tourism industry. The sales and revenues have improved as IT allows the organization to provide non-stop and high quality services to the customers. Also, there are innovative offerings provided to the clients at regular intervals (Allen, 2013). Customer engagement along with customer trust and satisfaction has improved with the aid of IT as there is a transparency maintained between the end users and the business systems. Management of data and information that is associated with the organization is made easy and convenient in order to store it safely. Employee satisfaction has also improved as IT allows the employees to carry out only the functions and activities that are absolutely necessary (Fazlollahtabar, 2008). Risks due to IT There have been a number of risks that have emerged because of the use and implementation of IT at Trip Advisor. Some of these risks have been summarized below. All the business activities at Trip Advisor are carried out with the aid of web based and cloud computing services. These operations and activities are exposed to numerous malware attacks that may cause varying degree of impact. There are a lot many network attacks that can be executed by the malevolent entities to hamper the security and privacy of information. Some of these network security attacks include man in the middle attack, IP spoofing and many more. There are also impersonations and phishing attacks that are executed that not only impact the confidentiality and privacy of the information but also cause great damage to the users that are impacted. A number of availability attacks such as denial and distributed denial of service attacks are executed on the information and activities that are associated with Trip Advisor. Maintenance and Monitoring of IT It is necessary for Trip Advisor to understand and estimate the need of IT in its business activities and operations. The extent of IT and its level of implementation need to be understood in order to find out the applicable set of IT tools and processes in the organization. There are a number of evaluation methods and processes that can be carried out for monitoring IT in the organization. It would be necessary for the management to `carry out evaluation methods and processes to make sure that the application of IT is relevant (Yukalov and Sornette, 2015). There shall also be reviews and audits that shall be carried out in the organization to understand the behavior of IT in the organization along with the benefits and damage that it may cause. Conclusion The business activities that are carried out in the tourism industry have benefitted a lot with the implementation of IT in the architecture. Trip Advisor is an organization that has set up a travel web site for the users that includes the reviews of the travel related entities such as hotels, restaurants, places to visit and likewise. All the information along with the business operations that are carried out at Trip Advisor are all based upon IT. The organization has also developed its mobile application to attract more number of customers and to also allow them with the ease of usability and availability. There are several information systems that are automated in nature that are being used in Trip Advisor and are very essential for its functioning such as Sales Management Systems, Order Processing Systems, Transaction Management Systems and many more. References Allen, D. (2013). Information technology for management: improving quality and productivity. International Journal of Information Management, 17(3), pp.235-236. Balandin, S. (2014). The Role of ICT in Tourism Industry. [online] Available at: https://fruct.org/publications/abstract13/files/Bal.pdf [Accessed 25 May 2017]. Borsenik, F. (2010). Hospitality Technology in the 21 St Century. Journal of Hospitality Tourism Research, 17(1), pp.259-269. Fazlollahtabar, H. (2008). Applying Multiple-Criteria Decision Making methods for developing Information Technology industry. International Journal of Information and Decision Sciences, 1(1), p.115. Jadhav, V. (2011). Information technology in Tourism. [online] Available at: https://ijcsit.com/docs/Volume%202/vol2issue6/ijcsit2011020666.pdf [Accessed 25 May 2017]. Kounavis, C. (2012). Enhancing the Tourism Experience through Mobile Augmented Reality: Challenges and Prospects.. [online] Available at: https://cdn.intechopen.com/pdfs/38051/InTechEnhancing_the_tourism_experience_through_mobile_augmented_reality_challenges_and_prospects.pdf [Accessed 25 May 2017]. Law, R. (2010). Information Technology Applications in Hospitality and Tourism: A Review of Publications from 2005 to 2007. [online] Available at: https://eprints.bournemouth.ac.uk/12149/2/1Rob_Law,_1Rosanna_Leung,_and_2Dimitrios_Buhalis_Publications_from_2005_to_2007_paper_JTTM.pdf [Accessed 25 May 2017]. Main, H. (2015). The Expansion of Technology in Small and Medium Hospitality Enterprises With a Focus on Net Technology. Information Technology Tourism, 4(3), pp.167-174. Mills, J. and Douglas, A. (2016). Ten Information Technology Trends Driving the Course of Hospitality and Tourism Higher Education. Journal of Hospitality Tourism Education, 16(4), pp.21-33. Yukalov, V. and Sornette, D. (2015). Role of Information in Decision Making of Social Agents. International Journal of Information Technology Decision Making, 14(05), pp.1129-1166.

House On Mango Street Essays (994 words) - Chicano Literature

House On Mango Street As a young girl, Esperanza is a young girl who looks at life from experience of living in poverty, where many do not question their experience. She is a shy, but very bright girl. She dreams of the perfect home, with beautiful flowers and a room for everyone. When she moves to the house of Mango Street, reality is so different than the dream. In this story, hope (Esperanza) sustains tragedy. The house she dreamed of was another on. It was one of her own. One where she did not have to share a bedroom with everyone. That included her mother, father and two siblings. The run down tiny house has "bricks crumbling in places". The one she dreamed of had a great big yard, trees and 'grass growing without a fence'. She did not want to abandon where she came from, but she knew she wanted to be free of everything that life on Mango Street brought. "They will not know I have gone away to come back. For the ones I have left behind". She is committed to her roots on Mango Street. We witness Esperanza blossoming from a innocent, shy girl to one who witnesses much, but all of this makes her strong and clear about her desires for her life. What she sees is the male domination (machismo), violence and rape. The violence in the home was ordinary to those that lived there and Esperanza knew this. It didn't make Sally stronger. Sally is abused by her father "He never hit me hard", as her mom tends to her wounds. Sally eventually leaves home and gets married at a young age. She ends being abused, instead by the fist, by mind control. Her new husband treats her like a prisoner in her home. "She sits at become afraid to go outside". The leave home, she would need permission. She evolves from a victim of child abuse to a slave-like wife. Esperanza sees this despair throughout her story. In "My Name, "She looked out the window her whole life, they way so many women sit, with their sadness on an elbow". Abuse to Rafaela, again subtle because she does not go out, in fear of husband. Poverty on Loomis, Keeler and Paulina; poverty is a way of life. The impact is for all generations, the parents who cannot get out, the children that see it and the little ones who cannot know any better. The opportunities are limited in the barrio. Esperanza was embarrassed when she pointed to her house "there". "There?", as if there was no place for a girl to live. But survival is instinctive and there is a certain amount of barrio pride "Those who don't know any better come into our neighborhood scared. They think we are dangerous. They think we will attack them with shiny knives. They are stupid people who are lost and got here by mistake." The victim of being called a "rice sandwich". Hurt by the sister superior as she points to a row of ugly houses reminding Esperanza of the sin of being poor. Machismo is something seen in the domestic situations throughout Hispanic people. The violence, the subservience that is expected and the men believe the women are second and are second class citizens. There role is to be domestic housekeepers and to birth children. Alicia makes tortillas for her father. When Esperanza is raped, she is again taught of the power of (some) men. But throughout her growth Esperanza gets very clear that she will not live as those around she sees. She wants independence. She knew getting out would help her achieve her dreams. She was motivated but everything she experiences. She learns about trust when Sally told her the circus would be fun, only to be raped. Her shyness (eating alone in the company lunchroom), and about being gullible. In Cathy Queen of hearts, Cathy says, "father will have to fly France and find her cousin and inherit the house." She believes that everything will be good. But she feels incredibly stupid for not for not knowing better. But she does learn. When she learns that the box, is a music box. She is ashamed for not knowing. Despite all this, she knows enough to know that a better life is the live she will create. She sees herself as scrawny and unattractive. "Skinny necks and pointed elbows like mine... don't belong here, but are here". But the metaphor for the tress, she will grow despite

Shia-Sunni Paper Essays

Shia-Sunni Paper Essays Shia-Sunni Paper Essay Shia-Sunni Paper Essay Shi’a-Sunni relations during and after the reign of Saddam Hussein SOC 300-Sociology of Developing Countries April 24, 2011 Discuss the effects of Saddam Hussein’s government on Shi’a-Sunni relations in Iraq. The Sunni, Shi’a conflict in Iraq (and other parts of the Muslim world) started long before the reign of Saddam Hussein in Iraq, but when Saddam became Prime Minister of the country the conflict between the two religious sects was taken to a new level. As soon as Hussein gained full power, under his control, began years and years of persecution of the Shi’a Muslims in the country. With Saddams newly gained power, he had the full support of the Sunni’s, supporting his long standing hatred of the Shi’a. He then set out to show the nation who was ultimately in control and to rid the nation of any opposition. Shi’ites were persecuted under the Ba’ath party rule. Many Shi’a religious traditions were banned throughout the country, such as the Shi’a Ashoura religious festival, stating â€Å"the last thing he wanted was that many Shi’as together† (www. associatedcontent. com). It is said that every Shia clerical family of note in Iraq had tales of torture and murder to recount. (www. wikipedia. rg) from the years 1979- 1983. Under Saddam’s regime, 48 Shi’a clerics were executed, in Iraq. During his reign, Saddam mercilessly persecuted, tortured and executed several Shi’a leaders and followers alike (www. associatedcontent. com). After the United States beat Iraq in the Gulf War (1990-1991) th e persecution intensified (Handleman, 2011). Saddam believed that the United States under George W. Bush called the Iraqi people to overthrow Hussein and that the United States would support any uprising of the people to overthrow him. This primarily meant the Shi’a in the southern part of the country and the Kurds in the northern part. When U. S. assistance failed to materialize, Shi’a towns all throughout the south were leveled and thousands of Shi’a people massacred. What effect did Saddam’s fall from power have on relations between these two religious communities? After the relentless persecution and torture of the Shi’ites under Saddam’s rule, the Shi’a reveled in his fall from power in 2003. America took down Saddam’s ever ruling Ba’ath party and at the time had the support of the Shi’ites. They favored a peaceful negotiation with the occupying authorities, meanwhile anticipating the new country they would eventually rule. Within a year after Saddam’s fall from power, the Sunni’s were almost waging a full scale war against the Shi’ites. They were using primarily roadside bombs and suicide bombings, directed at major sites throughout crowded Shi’a neighborhoods. This was the start of the Sunni insurgency, 2003. As it stands, this is some of the worst Shi’a-Sunni strife that has ever occurred, since the U. S. invasion of Iraq, it has built up steadily since then and to present, this Sunni-Shi’a revenge cycle, where suicide bombings are often used by the Sunni, the Shi’a favors death squads. On the Shi’a side the militia dominated government death squads were reportedly torturing to death, or executing â€Å"hundreds of Sunni’s† every month in Baghdad alone (www. wikipedia. org). According the BBC, from 2005 to present, the commandos of the Ministry of Interior are controlled by the Badr Organization, the military wing of The Supreme Islamic Iraqi Council (SIIC) and are almost exclusively Shi’a Muslims and have been implicated in killing thousands of Sunni citizens (www. wikipedia. org). What do you feel is likely to happen to Shi’a-Sunni relations after the U. S. and allied troops withdrew from Iraq? When the U. S. completely withdraws from Iraq the Shi’a-Sunni relations, as they stand currently, will continue to deteriorate. The U. S. supported Shi’ites are in place, politically now, but once the U. S. withdraws more civil unrest will rage between the two sects and although the Shi’ite Muslims (around 65% of the population) outnumber the Sunni Muslims (around 32% of the population), I believe it will be a war of who has the strongest backers (for arms, supplies,etc), being other Muslim nations, Al Qaeda, etc. The country will continue to grow more and more unstable and the unrest will continue to escalate. Ultimately who ends up in control, is anyone’s guess. The nation of Iraq could ultimately end up with another leader like Saddam Hussein, or worse. The current Prime Minister al-Maliki is trying to create a stable government based on sectarian aspirations but his level of success as a ruler will ultimately determine whether Iraq is even capable of having a peaceful future (Handleman 2011). References Handleman, Howard (2011). The Challenge of Third World Development (pp. 109-113). Upper Saddle River, New Jersey: Prentice Hall http://en. wikipedia. org/wiki/Saddam_hussein http://en. wikipedia. org/wiki/Shi%27a%E2%80%93Sunni_relations reference. com/browse/sunni newstatesman. com/world-affairs/2007/02/sunni-shia-iraq-iran-arab associatedcontent. com/article/2543561/the_shiasunni_conflict_in_iraq_pg1html? cat=37

Pose conflict situation at work place and how to resolve Essay

Pose conflict situation at work place and how to resolve - Essay Example As a function of protecting the rights of all patients involved, it is necessary to alert them as to the fact that their information may have been compromised. This is a difficult ethical position to take for any firm or group as it opens them up to a large array of legal issues with relation to the fact that the shareholders whose information has been compromised may seek legal action against the entity for not safeguarding their health records to a more adequate and appropriate degree (Polito, 2012). However, it is nonetheless the only rational and ethical approach that can be taken to ensure that the shareholders are made aware of the release of information and that the firm or group is working to the best of it’s abilities to remedy to the situation and provide all resources to the investigation entities as a means of bringing the culprits to justice. In order to maximize a type of win-win situation, the group/firm/or entity can regularly follow up with the shareholders to show them that they have taken their privacy seriously and have not merely forgotten about the issue. This will instill a further level of trust that has doubtless been lost as a result of the privacy

The Finite Element Research Paper Example | Topics and Well Written Essays - 3500 words

The Finite Element - Research Paper Example One of the main challenges in solving partial differential equations is to use equations which are approximate but numerically stable so that error accumulation does not cause the solution to be meaningless. The finite element method is an excellent technique for solving partial differential equations over complex domains. Application of the finite element method in structural mechanics is based on an energy principle, such as the virtual work principle, which provides a general, intuitive and physical basis. The finite element method originated as a technique used to solve stress analysis problems, but today it can be applied to a multitude of disciplines ranging from fluid mechanics, to heat transfer to electromagnetism. The buckle of a standard lap belt used in passenger aircrafts has been designed and is ready to undergo testing. In order to be released into the market, the strap system must be able to withstand a 450 kg tensile load. It is assumed that the weakest point of the design is the flat plate of the buckle. Thus, prior to engaging in a costly test scenario, a simple finite element analysis of the buckle is to be made to insure soundness of design, i.e. the material does not exceed its yield strength and no significant distortion occurs. Preparing the problem for analysis first requires definition of assumptions. Figure 1 is a schematic drawing of the buckle to be analy... thickness of the part (which is assumed to be constant) is believed to be small enough compared to the width of the part such that shell elements can be used. Displacements are expected to be relatively small such that a linear approximation will be valid. Figure 1 2.2 Material Properties The part is manufactured from 2.5 mm stainless steel plate with a Young's modulus of elasticity of 206 GN/m2, Poison's ratio of 0.3, and a yield strength of 580 MN/m2. Homogeneous and isotropic material was assumed with no discontinuities or residual stresses present as a result of manufacturing processes such as forging, rolling and welding. The material is assumed to have linear elastic properties. 2.3 Mesh A mesh that provides a good representation of the model is critical for an accurate solution; the elements must be well-shaped and close fit. For this analysis, the element type chosen was PLANE82, which is a 2D structural solid element. The element has 8 nodes, which increases calculation time over its 4-node counterpart but also increase accuracy of solution. Eight-noded elements are also known to be more accurate for modelling curved boundaries, which is where the areas of maximum stress were expected in the buckle. The PLANE 82 element type also offered the benefit of accounting for a thickness value in its input properties. Since maximum stress values were expected in the curved sections of the part, two meshing values were utilised, thus providing a denser mesh in critical areas. In the curved areas, a value of 0.25 was used, while 0.51 was used in the rest of the model. 2.4 Boundary Conditions Determination and application of boundary conditions is critical to the analysis. For this model, it was assumed that displacements would be small enough so as to not

Causes Of The European Sovereign Debt Crisis Economics Essay

Causes Of The European Sovereign Debt Crisis Economics Essay Europe currently experiences a severe sovereign debt crisis. The debt crisis in some member states of the euro area has raised public uncertainty about the viability of European Economic and Monetary Union (EMU) and the euros future. While the execution of the euro in the year 1999 created many interest in regional monetary integration and even monetary unification in several corners of the world, the present crisis had the opposed effect, even raising expectations of the euro area breaking up. The crisis has illustrated the problems and tensions that will ineluctably arise within a monetary union when imbalances build up and become unbearable. The causes of the European crisis will be further review below. Also, we would describes why the Greece crisis could cause so much havoc to the global economy. CAUSES OF THE EUROPEAN SOVEREIGN DEBT CRISIS European countries had just weathered the 2008-2009 crisis and were set up hopes for recovery. However, on November 2009 George Papandreous newly elected Socialist government in Greece revealed that the predecessor government had lied to the public about the true picture of Greeces public finances, that the budget deficit for 2009 would be 12.7% instead of 4.6% of Gross Domestic Product (GDP), as previously reported. That revelation created a panic atmosphere among lenders or bondholders, as credit agencies lowered their ratings of Greeces sovereign debt, which is the first time in 10 years that Greeces rating falls below the investment grade. The country has then realized itself hardly to borrow or even roll over existing debt except at prohibitively high interest rates. The disclosure of the actual Greek fiscal condition raised serious doubts about the countrys ability to meet its obligation. The following downgrades rating and ever rising interest rates led to an exacerbation of Greeces capital markets access that made it even more difficult and nearly impossible for the government to refinance itself, leading a downward spiral for the Greeks economy. Therefore at that point, the government forced to appeal to its European Union members and IMF for bailout. However, the bailout failed to recover market trust in the Greek economy. In addition, it failed to cease contagion of the crisis to other nations in the euro area. Precisely, the crisis of Greek and the hesitant political response from the other European nations raised issues over the debt condition and the structural and competitiveness problems of the economically weaker periphery member countries of the euro area, named PIIGS (Portugal, Ireland, Italy, Greece, and Spain). As a result, the costs of borrowing for the PIIGS lifted significantly and the cost of insuring sovereign debt against default soared as their creditability to repay the debt have vanished. The crisis also creates awareness of the existing imbalances in the euro area, which form a serious problem. The below are the major causes of the crisis: Banking crisis fuelling sovereign debt crisis and vice versa It is wrong to assume that the European debt crisis is actually caused by thriftless government spending, especially because of the luxurious social security systems. Rather, the origins of the European debt crisis can be traced back to the global financial crisis occurred in 2008-2009, which spilled over into a sovereign debt crisis in various euro area countries in early 2010. In order to offset the rapid falls in output, euro area governments responded with counter-cyclical fiscal policies that lifted fiscal deficits. Then, fiscal positions become worse as the tax revenues fell and transfer payments grew larger due to the increased unemployment rate during the crisis. In many countries, government bailouts of banking systems also contributed to an increase in public debt. Private debt turned to public debt, be it through banking crises or the burst of housing bubbles, leading to the sovereign debt crisis. Between 2007 and 2010, the debt to GDP ratio of the euro area increased from 66.3% to 85.4%. Greece is a unique case in the sense that the Greek debt level had already been relatively high before the crisis, which is 107.7% of GDP in 2007. Greek debt, which has been on a continuous rise since 2003, has arrived at a level of 144.9% of GDP in 2010. Similar to Greece, Italy had a debt level more than 100% of GDP prior to the crisis, but the debt to GDP ratio fell between Italys adoption of the euro in 1999 and 2007. Among the countries in euro area, the most dramatic increase in public debt occurred in Ireland, where the countrys debt problems can be clearly arise to the countrys banking crisis. Ireland did not face a fiscal or debt problem until the year 2008. Accordingly, the Irish debt to GDP ratio fell gradually over this period from 64.3% to 24.9%, with Ireland being one of the EU countries with the least public debt burden. The condition changed in the course of the Irish banking crisis in September 2008 when the European governments and institutions and also the US government guaranteed most liabilities of Irish-owned banks. As a result, the Irish deficit ballooned and the debt to GDP ratio shot up from 24.9% in 2007 to 94.9% in 2010. The ensuing exacerbation of Irelands access to capital markets in the autumn 2010 led it to seek for international financial rescue package by the IMF and the EU of over à ¢Ã¢â‚¬Å¡Ã‚ ¬90 billion in November 2011 to finance its borrowing and bank recapitaliz ation needs. Similar to Ireland, Spain did not face a fiscal or debt problem before 2008. Spains destiny changed when the global financial crisis put a sudden end to the long cycle of high growth that had been accompanied by a construction and real estate boom. When output contracted in 2008, the Spanish housing bubble burst and hence destabilized the entire banking system. Even in Portugal, which had seen a steady rise of its debt to GDP ratio after joining the euro area in 1999, which its debt stood at 49.6% of GDP, which is so far the largest increase of public debt happened during and after the 2008-2009 crises, with debt soaring from 26.6% in 2007 to 94.9% in 2010. Therefore, the sovereign debt crisis has been directly connected to the global financial crisis and the ensuing problems of European countries banking sectors after the bankruptcy of Lehman Brothers. With exacerbating public finances, sovereign risk has increased and deteriorated banks balance sheets. The interdependence between sovereign credit and banking systems has been at the key of the crisis as sovereign debt of euro area countries are held in large quantities by euro area banks. Mispricing of risk and misallocation of capital A key element that led to the crisis was a mispricing of risk by capital markets and an ensuing misallocation of capital in the previous years before the outbreak of the crisis. European monetary unification brought about a convergence of interest rates among euro area members. Spreads of sovereign bonds of the PIIGS over Germany narrowed rapidly in the run up to EMU membership and almost gone once they had become the euro area members. Sovereign risk of all euro area countries, including the PIIGS, was priced more or less the same as German sovereign debt. This is due to the risk of euro area central government bonds was weighted at zero in regulatory capital calculations and because the Euro treated such debt as risk-free collateral when these were offered as collateral for repos and other collateral financing trades. It is now apparent that the availability of cheap credit brought to an unbearable accumulation of private (as in Ireland, Portugal, and Spain) and public (as in Greece and Portugal) debt in todays crisis countries. The decrease in real interest rates in the periphery countries after they join the euro area and the inflowing capital supplied unbearable developments, including excessive credit dynamics and real estate bubbles in Spain and excessive fiscal spending in Greece. It also decreased the tension for economic reform to enhance competitiveness within the monetary union as countries could simply finance their current account deficits through a plenty of capital inflow. Imbalances in the euro area A high level of public debt is not a problem, as long as the government can refinance itself and roll over its debt. This requires public debt and the interest burden to grow slower than the economy and the tax base. This is no longer the case in the PIIGS anymore. Current debt crisis in the PIIGS is hence not merely a debt crisis; it is first and governing a competitiveness and growth crisis that has contributed to structural imbalances within the euro area. The structural imbalances, caused by high current-account deficits of the periphery countries and matching surpluses in core countries, are at the origin of the current problems since a lack of competitiveness impedes the periphery countries chances of growing out of the crisis. Essentially, deficit countries need to become surplus countries to service their debt. However, the fact that the PIIGS are members of a monetary union and hence competitiveness cannot be recovered by means of currency devaluation makes the adjustment much difficult. Lack of trust in European governments crisis responses The crisis is not just an economic disaster, but also a political disaster, arises from erratic responses and pressures among euro area governments, representing surplus and deficit countries with contradictory interests. European leaders were believed that a balance of payments crisis was impossible within a monetary union. Since such a problem was not considered a priori, no crisis resolution mechanism had been taken into account. European policymakers hence faced the challenge of crafting a crisis response in the midst of crisis. The worries of the surplus countries, led by Germany, that an easy bailout of Greece would set a negative precedent and create moral hazard problems with other deficit countries, especially the larger euro area members Italy and Spain. Fears of moral hazard and a transfer union, where deficit countries would have to be financed permanently, made surplus countries also refused to advocate proposals such as those for Eurobonds. The slow negotiation processes between governments, which have needed to safeguard support from their domestic constituencies, have evoked the impression of a European political system was ill-equipped to overcome any financial crisis.

Classical and Positive Theory Essay

Classical Philosophy emphasizes on human rationality and freedom. Some classical writings are written by Plato, Aristotle, Boethius and St. Thomas of Aquinas. These writers of the ancient and medieval school are still relevant to the philosophical thoughts of today. Nation begins to turn from feudalism and the modern world based its governance on rational decision making. Classical thinking also compels justice system to give varying degrees of swift punishment to offenders. Classical school of rational thoughts believes that suffering is an integral part of human existence and since man is ordained the highest among the created things he is lord over them which means that what controls man is his free own will. His freedom is based on the fear of pain and death or punishment which makes him control his behavior. Since man is free it means free to choose what is good as dictated by the moral norms and the authority governing its people. In this way, the State ought to enforce law in an organized and equitable way. Being free does not intend to do what one wishes to do but choosing what is right. It’s relevance in today’s happening is the way how truth is safeguarded in this present society in which sometimes sins becomes a virtue. The classical minded protagonist’s defended and defined what is rational and irrational; it distinguishes the upright conscience from the deformed and seemingly lax consciences. Man is therefore relegated to its higher end and in the belief that life is worthwhile. 2) Positivist Theory What factors contributed to the intellectual heritage of positivism? How does the positivist theory apply in the modern world today, if at all? Positive theory is a search of multiple factors that causes human behavior (â€Å"CLASSICAL AND POSITIVIST SCHOOLS OF CRIMINOLOGY,† 2005). Positivism is a way of seeing things around us based on the actual happenings in the material world. That human endeavor has a pattern in which a person can discover in the natural way. Once the patterns are discovered we can deduce the information into small portions where we can analyze and learn the facts about the whole thing. The method of learning is perceived objectively, open minded view to the world. Positive law can be used to change an organization based on the observable scientific data. The application of natural sciences is applied to the study of human behavior. Positive theory as applied in the modern world could be environmental and biological and sometimes evolutionary which means that traits can be passed on through heredity. A positivist’s judge rejects the idea that criminal behavior is a result of free will but sought the understanding of the bad action through scientific method. However some psychologists believed that we could diminish the criminal populace by partial elimination which advocates death for those with permanent psychological abnormalities. The first indicates that man is not responsible of his action and the later concept is contrary to the moral norms and is not acceptable to a humane and free society. References CLASSICAL AND POSITIVIST SCHOOLS OF CRIMINOLOGY [Electronic. (2005). Version]. Retrieved 05 November 2007, from http://faculty. ncwc. edu/toconnor/301/301lect02. htm

Refining the Hr Policy Framework to Support the Vision

[pic] Growing Esteem: Refining the HR Policy Framework to Support the Vision December 2010 Table of Contents 1Introduction3 2Background3 2. 1The environment we will be working in3 2. 1. 1External factors3 2. 1. 2Internal decisions and factors4 2. 1. 3The HR policy imperatives5 2. 2Where we are now5 2. 2. 1Our current staffing profile5 2. 2. 2Current performance7 2. 3The future8 2. 3. 1The goals of Growing Esteem 20108 2. 3. 2Supporting this vision through a refined HR Strategy9 3The refined HR policy framework9 3. 1Consultation and Feedback10 Priority areas for reform10 4. 1Improvement of the performance development framework11 4. 2Clarifying performance expectations12 4. 3Align work activity to ‘work focus categories’ and link these to performance expectations13 4. 4Supporting early career staff15 4. 5Classification issues – broad banding of professional staff classifications16 5Other policy issues17 5. 1Building flexibility – Classification issues17 5. 2A ttracting and retaining highest quality staff17 5. 3Aligning performance – Probation and confirmation17 5. Investing in staff – Leadership and management development18 6Next Steps18 6. 1Governance of the implementation project18 6. 2Plan for areas of further work19 Appendix 1: Schematic diagram of the refined strategic HR Policy Framework20 Introduction We are all part of an institution with a proud record of scholarship and achievement. The University of Melbourne has a well deserved international reputation for research excellence and quality of student outcomes and we have demonstrated our capacity to innovate and lead higher education nationally.Melbourne’s international standing and research prominence has enabled us to attract fine students and staff. We seek to lead through research, to educate for excellence and to connect and contribute through engagement. Substantial progress has been made towards achievement of our vision to be one of the worldâ€℠¢s finest universities and we will need to continue to adapt and improve in pursuit of this vision.The University’s strategy document Growing Esteem 2010, states: â€Å"For the University to realise the ambitions of a refined Growing Esteem strategy it needs people who share the vision and can achieve the actions required. â€Å" Over the coming years we need to ensure that our research and teaching reputation remain among the best in the world in the face of increasing competition; to adapt our approach, to both teaching and our general interactions with students to support a greater proportion of graduate students; and to diversify our sources of revenue to support our endeavour.It is in this context that we seek to articulate our HR strategies and refine our HR Policy Framework so that we can support and develop our staff to achieve the excellence in performance that provides individual satisfaction and collectively will maintain and grow Melbourne’s standing. Thi s paper identifies the major strategic and policy issues which need to be addressed to position us for the future through a refinement of the current HR management framework over the next three years. This paper provides a blueprint for action to guide HR policy development over the next three years.From this framework, detailed policies and procedures will be specified, and there will be opportunity for staff and other stakeholders to provide further input to these as they are progressively developed. These policies will be implemented at the local level within the University and therefore the support that will be provided to our supervisors and managers who are responsible for the day to day interactions with our staff will be vital to their success in bringing about the required changes. Background 1 The environment we will be working inThe environment we will operate in over the next 5-10 years will change significantly and both external factors and the internal decisions made i n our plans will impact on the staff profile we will need to prosper in the new environment and the HR policies and procedures that we need to support our staff. 1 External factors Changes in the external environment provide us with challenges and opportunities. Increased globalisation of the higher education sector will lead to stronger competition for the best students and staff.This competition for staff will include professional staff, particularly specialists, who will also be sought after in the wider economy. Strategies will need to be implemented to attract, develop and retain the best academic and professional staff who can plan, deliver and support an excellent learning experience for students, and also demonstrate innovation and a capacity to thrive in a changing environment. Technological change will also open new avenues for both education and research and the way in which work is performed in general and aids networking.The increasing pace of knowledge acquisition will require review of the range of information taught in courses and in the way it is delivered. On the research side, funding models and the interest of governments in finding solutions to major societal problems drives greater collaboration – both in the development of cross functional teams within the University and also in increased engagement with other universities, other research bodies and industry.The national higher education policy environment is placing more emphasis on nation-building through growth in graduate outputs, job readiness of graduates, social inclusion, funding for performance, and international standardisation of award nomenclature and content. There is also greater emphasis on engagement of universities with their broader communities. All of these factors and the funding regimes which support the national policy decisions are focussed on growth, which is at odds with our chosen direction to limit growth in student numbers.The local policy framework is also influenced by continuing fluctuation in the global financial environment. The international education company IDP Education is now predicting a considerable decline in international student numbers coming to Australia in the medium term which will impact on the University’s capacity to replace lost local revenue from this source. The ageing academic and professional staff profile across the sector and within the University more specifically means that we will have to attract, develop and retain high quality staff to replace staff lost through natural attrition. Internal decisions and factors Melbourne has taken the decision to limit growth and to eventually reduce student numbers to a more stable and manageable size in order to provide the highest quality education to our students. Consequently we will need to build other revenue streams and to find ways of doing things more efficiently. We will need to be both flexible and entrepreneurial and be able to engage well with the external community. Over this time we will also significantly change our student profile, from the current ratio of 70:30 undergraduate to postgraduate students to achieve a 50:50 balance.It will be challenging to attract high quality postgraduate students in these numbers. This more mature student population will be more demanding and will have high expectations of teaching and support and of their interactions with our administrative staff. Their assessment of the quality of the teaching they receive, their overall satisfaction with their experience and their capacity to get good jobs will impact on our rankings both nationally and internationally against our competitors. The HR policy imperatives This likely future environment highlights the need to consider how together we can increase the focus on performance and productivity and ensure that each staff member achieves their goals and contributes to the University in the way best suited to their strengths and expertise. Thi s will require a strong alignment between individual goals and performance and the University’s objectives and a different approach to developing and managing performance.These changes must be introduced in ways which protect and preserve the fundamental values of the institution, such as meritocracy, collegiality and academic freedom. 2 Where we are now 1 Our current staffing profile Melbourne’s permanent staff number in excess of seven thousand, divided almost evenly between academic and professional staff and is supported by over two and a half thousand additional casual staff. Our academic and professional staff include many talented, committed and long-serving people.It is our staff, their interactions with each other, with students and with local, national and international communities that establish and define our reputation and position in the global higher education sector. Staff are employed in positions classified according to the current academic and profes sional staff classification structures, specified in the University’s Collective Agreement. In addition to our paid staff, a large number of honorary and visiting academic staff contribute to the life and scholarship of the University.Our current staffing profile has the following characteristics: †¢ We have a large number of early career academics, with approximately 60% of the University’s academic staff employed at Levels A and B; †¢ These early career academics are predominantly employed on fixed term contracts. This position changes with seniority, with the majority of academic staff at Level C and above employed on a continuing basis; †¢ In contrast, most professional staff are employed on a continuing basis, with 55% of professional staff employed at HEW Levels 5 to 7;Figure 1 : Current distribution of Academic Staff by Classification (headcount, excluding casuals) |[pic] |% Staff Fixed term | | | | | | | |Figure 2 : Distribution of Fixed term and Continuing Professional Staff by |Level A. | |Classification (headcount) |96. | |[pic] | | | |Level B. | | |71. 8 | | | | | |Level C. | | |42. | | | | | |Level D. | | |25. 3 | | | | | |Level E. | |27. 9 | | | | | | | †¢ The growth in the University’s staff numbers from 2005 to 2008 has largely been the result of an increase in casual staff numbers. †¢ Over 10 % of the University’s academic work was performed by casual staff in 2009.Casual tutors are responsible for a significant portion of teaching into new generation degrees. †¢ The ratio of professional to academic staff has remained relatively steady since 2007 and is below the average for Australian universities and the Group of Eight. This is largely because of the way the University classifies Level A and B research support staff as academic rather than professional staff unlike many other universities. †¢ Approximately a third of both professional staff and academic staff are over 50 years of age; Figure 3: Age distribution of academic and professional staff pic] Academic Staff by level [pic] Professional Staff by level †¢ Approximately 55% of Melbourne academics are male; †¢ Women make up the majority of academic staff at Level A, but by senior levels the position is reversed. Although Melbourne performs better than the sector average in terms of the percentage of women at Levels D and E and at HEW10, women remain underrepresented at PVC and DVC levels as well as amongst membership of the Senior Executive more generally.The appropriate consideration of â€Å"performance relative to opportunity† for staff with significant external responsibilities, non-traditional career paths, or less than full-time working hours remains an ongoing challenge; †¢ A higher proportion of our female staff is employed on a part-time basis than the sector average; †¢ In 2008 and 2009 over half of all professional staff positions have also been filled internally w hile 56% of self-initiated departures from the University in 2009 from this group were from staff with less than 3 years service.The corresponding percentage for academic staff for self-initiated early departure is 51%. This suggests a turnover of newer staff to the University and is a concern if these staff are of high quality and being attracted by better offers from other employers. Level A academic staff and professional staff at HEW levels 3-5 are over-represented in these departure statistics suggesting a need to provide better opportunities and support for good early career academics and professional staff; and †¢ Staffing costs per FTE are increasing at a faster rate than student load.Until recently this has been compensated for by revenue growth but as the environmental scan above shows, this may not be possible in the future. 2 Current performance Melbourne is well ranked in international rankings and we improved our position in the most recent round of the Shanghai J iao Tong and Times Higher Education Rankings. In the Jiao Tong rankings Melbourne was ranked 62nd in the world, the second Australian institution after ANU at 59th. This ranking system uses weighted scores associated with alumni, awards, citations, and publications.Melbourne scores better than ANU in the alumni and awards categories but has lower scores in each of the research categories. In the Times Higher Education rankings Melbourne is ranked first of the Australian institutions, at 36th in the world listing. A new methodology was used in 2010 for this ranking based on teaching (the learning environment), international mix (staff and student ratios), industry income, research volume, income and reputation, and citation impact. The quality of teaching within the University is vital to our students’ educational outcomes.While the Times Higher Education teaching scores for Melbourne are higher than our national competitors we have some way to go to reach the level of our int ernational benchmarking partners. The CEQ good teaching scale also indicates room for improvement. While these rankings vary and are not absolute indicators of teaching performance, it is clear that teaching performance has a significant impact on the level of satisfaction of our students. Improvement in our overall teaching performance will contribute to a more positive learning environment for our students.Nationally in 2008 and 2009 Melbourne was ranked first in the country for research income and publications however, if these measures were viewed per capita (across the total number of research and teaching and research staff), then our leading position would not be maintained. We also performed well in nearly all discipline categories in the first trial ERA outcomes gaining scores of 4 or 5 in nearly all discipline categories. Our research performance has a significant impact on our rankings and on our ability to attract research income and quality staff and students.While we s hould be justifiably proud of that performance it will be more difficult to maintain this position in the future due to likely improvements in the performance of our competitors. We could raise our position in the international rankings and maintain our premier position nationally if there was improved average performance in winning grants and publishing across a broader spectrum of the academic staff complement. 3 The future 1 The goals of Growing Esteem 2010Melbourne has articulated the outcomes we wish to achieve by 2015 in Growing Esteem 2010, including that: †¢ Melbourne will have an academic workforce sustainable in number and quality and outstanding in its achievement; †¢ Melbourne will be top ranked in all key national indicators of research excellence and impact; †¢ Melbourne will be top ranked in relation to research higher degree recruitment and outcomes; †¢ Through key partnerships we will have maximised the global impact of our research; †¢ Melb ourne will be ranked in the top five against all national learning and teaching and student satisfaction indicators; †¢ Melbourne will be providing the best graduate experience in the country according to appropriate national indicators; †¢ Staff will feel able to contribute broadly to our vision of interaction with wider society through knowledge partnership, advancement and international activities; and †¢ Melbourne will have talented, diverse staff who share a common vision and whose skills and knowledge equip them to achieve the University’s goal of being one of the best international universities in the world.As has been shown Melbourne is currently well placed in relation to some of these measures of performance, but given the increasingly competitive and global higher education environment, to maintain or improve this position will require improvements in leadership and management and to performance management and development, recognition of the diversit y of professional and academic roles, greater recognition of the efforts of our staff and innovative approaches to retaining, and nurturing the best teachers and researchers and flexible and innovative professional staff. Specifically, amongst other things, we need to: †¢ Emphasise research excellence not just research activity and improve he overall consistency of research performance and the number of high citation researchers who count among the world’s top 250 in their fields; †¢ Understand, reward and promote research excellence and creativity, provide career development opportunities and mentoring and develop a research recruitment and retention strategy; †¢ Improve the consistency of the quality of teaching and the student experience across the University while allowing for increased specialisation of academic staff in this area; and, †¢ Promote engagement activities as an equal partner to research and learning and teaching. 2 Supporting this vision through a refined HR Strategy To flourish in this environment and achieve these ambitious outcomes we will need to more actively manage our staff profile over the next five years through a refined HR Strategy. Our HR strategy must enable us to achieve the level of performance necessary if we are to be one of the world’s finest universities. We will need to: †¢ Develop our existing staff; †¢ Commit resources to attract and retain staff of the highest quality; †¢ Put in place appropriate succession planning; Provide classification structures which recognise diverse career paths and allow specialisation by both academic and professional staff; †¢ Nurture early career academic and professional staff and provide them with clear career paths in the university; †¢ Address the issues relating to the casualisation of our staff complement and the increasing proportion of fixed term staff, while retaining flexible working arrangements; †¢ Recognise and dev elop the partnership between academic and professional staff and build the ability of staff to work seamlessly with colleagues from other disciplines and institutions; †¢ Develop and recruit change-adept and flexible academic and professional staff; †¢ Enhance the support provided for the core activities of the University by improving performance of the central enabling divisions through professional development and performance review; †¢ Develop and improve systems which reward and recognise excellent performance in learning and teaching, research, engagement and leadership and in professionals disciplines; and †¢Continue to encourage diversity and address issues relating to the participation of women, particularly at higher levels of the University. These actions will need to occur in the context of managing staffing and non-salary costs. The current HR Policy Framework needs to be refined to align with this revised HR Strategy to allow greater flexibility in t he way work is organised and to support the development and performance of high achieving staff. The refined HR policy framework The refined HR Policy Framework which addresses this strategy links the following components (and is shown schematically in Appendix 1): †¢ The strategy presented in section 2. 3. 2; The necessary organisational and individual capabilities to underpin the achievement of this strategy –a commitment to excellence; flexibility and a willingness to collaborate and cooperate with internal and external partners (these capabilities were well supported by staff during consultation) ; †¢ Broad HR focus areas– these are the areas where our HR actions will be focussed to assist in building performance and include building flexibility; attracting and retaining the highest quality staff; aligning performance with the University’s objectives; and investing in staff; †¢ The specific high priority HR practices which will have most impac t on the achievement of the University’s strategy and the development of the people required for the future; and †¢ Enablers that will support reform. The enablers to support reform include improved HR support, including the provision of accurate, timely and high level advice for our managers and supervisors, to assist them in working with our staff to continue to build capability and best direct efforts towards our goal of being one of the world’s finest universities. 1 Consultation and Feedback A range of stakeholders were consulted about the refinement of the current HR Policy Framework through a number of forums, including: †¢ the 2010 Heads and Deans Conference; †¢ Senior Executive; individual and group consultations with Deans, Deputy Vice-Chancellors, Pro Vice-Chancellors, senior administrative staff and members of the HR Professional Practice Area; †¢ Academic Board; †¢ the 2010 Planning and Budget Conference (PBC); †¢ facilitated focus groups of staff randomly selected from across the University; and, †¢ a four week consultation period during which staff and unions could review the proposed Framework and provide anonymous feedback. Approximately 200 staff provided feedback via an online survey, which included the capacity to make free text comment. Approximately 60% of responses received were from Professional staff.Respondents represented all levels of the University, all budget divisions and included continuing, fixed term and casual staff. Staff were generally supportive of the HR framework. While there were some differences of opinion expressed, on the whole there was sound endorsement of the priorities that are set out in the following section. Priority areas for reform A number of priority areas for reform are outlined in the following sections. Although they form an integrated set of actions, the first are those considered by stakeholders to be of highest initial priority in contributing to indiv idual and collective performance. The immediate focus of reform will be: 1. improvement of the performance development framework; 2. larification of performance expectations; 3. alignment of academic work activity to ‘work focus categories’ and linking these to performance expectations; 4. support for early career staff; and, 5. professional staff classification structures. As these areas are the highest initial priorities for reform, this paper canvasses them in more detail. Other policy issues, including leadership and management strategy, which will also be integral to the refined HR Policy Framework are identified later in this paper. As specific policies are developed relating to each of these proposals there will be additional opportunity for consultation with staff.This consultation will be undertaken in accordance with: †¢ standard processes for consulting with staff and unions over changes to HR policy; and/or, †¢ the specific requirements of Schedule 6 of the Agreement which contemplates reviews of the i. Performance Development Framework; and, ii. the academic and professional staff classification structures. The consultation required under Schedule 6 of the Agreement will be conducted by a Working Group comprised of four representatives of each of the University and the NTEU in accordance with agreed processes for consultation and negotiation. The review process and outcomes will be implemented no later than 30 June 2011.The priority areas that received most support from staff during consultation were: †¢ support for early career staff †¢ leadership and management development †¢ clarifying individual performance expectations, and †¢ improved HR support. Unless otherwise identified, the proposals discussed are relevant to both professional and academic staff members, though some have specific relevance to one or other category of staff. 1 Improvement of the performance development framework The current PDF system is similar to those used in many other universities. Its application across the University is widespread and the incidence of participation is monitored.Effective performance management of staff allows the University to set clear objectives against which to develop and reward good performers and to identify, support and manage under-performing staff. Sound performance management of both academic and professional staff is central to the University being able to achieve the objectives and the ranking targets it has set in Growing Esteem 2010 as documented in section 2. 3. 1. Sound performance management has particular benefit for staff where it enables development needs to be clearly identified and addressed. Key policy issues relating to staff performance management in the University include: †¢ the nature of the performance management system; and, †¢ its effective application and use as a development tool. To improve the performance development framework we will: al ign performance, confirmation and promotion outcomes for academic staff so that they represent stages in a performance continuum rather than isolated events; †¢ align position descriptions, probationary criteria and objectives specified through the PDF for professional staff; †¢ develop a streamlined and simpler performance management system; †¢ set performance objectives and requirements which are tailored to the work required of the staff member and include consideration of performance relative to opportunity issues; †¢ rate performance against the different aspects of a staff member’s job rather than just one general rating; †¢ replace current performance assessment rating descriptors to reflect the relative achievement of performance expectations (e. g. he â€Å"satisfactory† rating would become â€Å"has met performance objectives†); †¢ better align the PDF with business plans and with departmental and University goals; †¢ develop more objective performance measures and greater capacity to distinguish between levels of performance; †¢ provide a higher level of HR support to provide managers and supervisors with the skills to develop staff and address performance issues; †¢ ensure that we take a fair, firm, timely and more consistent approach to treatment of underperformance; †¢ consider requiring Budget Divisions to establish a panel to benchmark and moderate for consistency and fairness of performance management across the Division[1]; and, †¢ provide a framework in which faculties and other budget divisions can develop performance management schemes specific to their area. Additionally, for academic staff we will: recognise individual strengths of academic staff in the core areas of teaching, research and engagement and rewarding staff for excellence in those areas; †¢ introduce appropriate descriptors for academic staff work functions or focus areas; and †¢ align staf f actual effort with these work functions. Aspects of this reform will be undertaken in accordance with the review process outlined at Schedule 6 of the University of Melbourne Collective Agreement 2010. Other aspects will be subject to the standard processes for consulting with staff and unions over changes to HR policy. 2 Clarifying performance expectations Clear performance expectations are essential to guide staff effort and allow staff to understand how their work contributes to the strategies and goals of the University.They also support the quality, consistency and improvement of performance and allow for self-monitoring which contributes to job satisfaction. To clarify performance expectations we will: †¢ Develop general performance expectations for academic and professional staff (e. g. The Melbourne Academic, The Melbourne Professional). These statements will specify in general terms the University’s expectations of each group and its staff as a whole (includin g broad behavioural expectations); †¢ Remove the University-wide definition of research activity and replacing this with faculty or discipline specific definitions; †¢ Set clear and measurable performance standards for teaching, research, ngagement and leadership on a Faculty basis to guide performance against which individuals can be assessed; †¢ Over time establish common performance standards for professional job families (eg finance, IT, marketing, HR, administration etc) and †¢ Align individual objectives with specific goals for the relevant budget division. This reform will be undertaken in accordance with the standard processes for consulting with staff and unions over changes to HR policy. 3 Align work activity to ‘work focus categories’ and link these to performance expectations Academic work at the University is varied, has diversified and will continue to do so. While the majority of staff combine teaching with research and an engagement c omponent, there are staff who focus solely on research and others who predominantly teach.The academic staff complement includes clinicians and specialist curriculum developers, others who focus on engagement with the wider community or on the provision of specialist services and others who have management roles. Despite the general expectation for Melbourne academics, some of these roles may not have a requirement or an expectation for a research component. There is recognition of the diverse nature of academic work in both our promotion criteria and the Minimum Standards for Academic Levels (MSALs)[2] which provide for academics to contribute to research and/or scholarship and/or teaching (that is to focus on one or more aspects of an academic career). Nonetheless, our research focus, although central to the University, may not allow sufficient recognition of academics with strengths outside this area.An alternative approach is to recognise that not all academics for various reaso ns are equally involved with teaching and research or are required to produce similar research outputs and that it can be difficult for academics to manage the competing priorities of teaching, research, community engagement and administrative duties. While recognising that most will continue to combine teaching with research and will meet expectations in both areas, within a single academic classification, staff with a primary focus on teaching or -activities other than research should be appropriately recognised in terms of this primary focus and associated outputs. The University has recognised in its objectives and targets that the quality of teaching is vital to our aspiration to offer an outstanding educational experience.This can partly be achieved by providing a strong career path for those staff who have an excellent record in teaching, or who have demonstrated the capacity to develop this and who are less focused on a research career. Teaching specialist roles have already been created at a number of leading Australian universities to recognise excellence in teaching. The teaching specialist roles require the staff members appointed to them to make a substantial contribution to learning and teaching, educational design and delivery, and educational leadership. Such roles reflect high performance in teaching and are not created to support and manage staff who are not performing at an appropriate level.During consultation, it was proposed that academic staff within the University should have the capacity to be appointed to positions with a focus on teaching or academic support/leadership based on the excellence of their performance in these areas. This proposition received broad support. Staff who are, or who have demonstrated the capacity to become excellent teachers and who have made a practice of innovation and scholarship in teaching in their discipline could accept an offer to take up a teaching-focused role. Other staff who have academic roles, w ith no specific requirement for research, could accept an offer to take up an ‘other specialist’ role.For example, staff who undertake management roles outside a particular faculty and who are employed to pursue a particular mission for the University (such as the DVC and PVC positions) would be considered part of this focus area. Academic staff within the University will therefore be identified as belonging to one of the following work focus categories based on the requirements of their role and subject to meeting any relevant requirements for the focus category: †¢ Research-focussed †¢ Teaching and Research †¢ Teaching specialist †¢ Other specialist. Appropriately for a research led institution such as Melbourne, the majority of academic staff would remain within their current teaching and research or research focused categories, with performance expectations appropriate to the relevant category and faculty or discipline.Such reform allows for the retention of a single academic classification structure, along with its ranks, levels and salaries, but provides greater recognition of the diversity of work undertaken by individuals within that classification structure. The capacity to move between work focus categories over the course of an academic career is provided for, to allow for broad and flexible careers. Movement between the groups will take into account individual performance and development needs as determined through the performance development system. Teaching and other specialist roles may be offered after joint consideration of the interests, qualifications and capacity of the staff member and the specific needs of the Department, School or Faculty.At present the University has a number of staff classified as Level A and B academic staff who are categorised as Research Only staff but who are supporting the research endeavour rather than undertaking original research. In most other universities this group is general ly classified as professional staff rather than academic. A change in classification for a number of these staff will ensure more consistent reporting between the University of Melbourne and its competitors. As previously discussed, work will also be considered at a later date around further development of the job family categories for professional staff, with appropriate expectations being developed by level and job family. To better recognise the diversity of academic work we will: introduce a new academic work focus category of Teaching Specialist to complement the existing categories of Teaching & Research, Research Focussed and Other specialists; †¢ identify academic staff within the University by work focus category; †¢ develop and apply performance expectations appropriate to the relevant category and faculty and discipline; We will also: †¢ further develop the job family categories for professional staff. This reform will be subject to the standard processes f or consulting with staff and unions over changes to HR policy. 4 Supporting early career staff We need to support the development of our early career professional and academic staff, to provide a positive employment experience and assist them in becoming productive members of staff. Graduate entry level for professional staff is most commonly at HEW5 level, and mentoring and other professional development is important at this stage. We need to be able to provide career paths for the development of specialist expertise.This emphasises the need for a sound performance development program which clarifies objectives and identifies career needs. While, when taken together, growth in fixed term and continuing academic and professional staff in recent years has been relatively modest, the percentage growth in casual staff from 2007 to 2009 is more than double this figure. The key issues for casual early career academic staff are the difficulty in establishing an academic career when there is limited certainty of employment and the concentration of casual staff at lower levels of the academic classification structures and into particular areas, notably teaching into New Generation Degrees.The New Generation Degrees will account for approximately half our coursework student load and their success will be critically important to the future success of the Growing Esteem strategy. The quality of the teaching of undergraduate students is important to, student engagement and outcomes. Improved certainty of employment for excellent staff teaching into the New Generation Degrees should be considered. Pathways for research higher degree students into an academic career also need to be improved, particularly given the need for renewal of the academic workforce. We need to recognise that casual and sessional staff, as well as research students, make a significant contribution to University teaching effort and that early career academics in general require support. To better supp ort early career staff we will: address the barriers to employing early career staff on more secure forms of employment; †¢ improve access to and quality of professional development and mentoring programs for early career staff, particularly in relation to supporting early career staff develop capabilities in relation to teaching (where relevant); †¢ employ research students as a preference for casual and sessional roles; †¢ seek agreement to create a new form of employment which provides greater employment security for early career staff; and, †¢ support budget divisions to increase the number of Early Career Development Fellowships. [3] The introduction of the proposed academic work focus categories will also provide clearer career paths for early career academics. A teaching-specialist academic category would better facilitate the appointment of teaching-specialists as course coordinators (on other than on a casual basis) to support the teaching of large New G eneration Degree subjects. This reform will be subject to the standard processes for consulting with staff and unions over changes to HR policy. Classification issues – broad banding of professional staff classifications Broad banding professional staff classification categories will improve career pathways, provide greater flexibility in staffing and aid retention of good staff. There are currently 10 classification levels for professional staff. Staff can progress to a higher classification by applying for another job which is graded at the higher level or by applying for reclassification where higher level duties are required by the work area. These options may not be available within all work areas and so high performing professional staff may seek employment elsewhere, including outside the University.In order to rationalise the large number of classification categories for professional staff and to provide better career pathways it is proposed that a new professional st aff classification structure be introduced consisting of four broad bands reflecting the level of responsibility and specialisation of professional positions in the University. |New Broad Band |Former Classification |Number of Pay Points within the band | |4 |HEW Level 10 A – 10E |3 | |3 |HEW Level 8 – Level 10 Base |9 | |2 |HEW Level 5 – 7 |9 | |1 |HEW Level 1 – 4 |9 |In order to improve the classification structure for professional staff we will: †¢ reform the structure to provide for a number of broad bands within which movement would be based on performance; †¢ reduce the number of pay points within each band in most cases with the effect of increasing the salary differential between each pay point and make movement between pay points more meaningful; †¢ develop clear performance standards for each broad band; †¢ align position descriptions with each level of the system; †¢ require movement between bands to be based on assessm ent of an application for a position in the higher band; and †¢ introduce soft barriers within the bands that staff would have to satisfy in order to progress.This reform will be undertaken in accordance with the review process outlined at Schedule 6 of the University of Melbourne Collective Agreement 2010. Other policy issues There are also other policy issues which will be included in the revised HR Policy Framework and are important to assist our current staff to achieve their potential and to help the University remain attractive to prospective staff. They will be the subject of further consultation and development through appropriate working groups. The issues identified below are grouped into the key focus areas of the Policy Framework shown in Appendix 1. 1 Building flexibility – Classification issues Policy action |Timing | |Introduce additional performance based salary points at the top of current academic and professional classification levels|2011 | |Aid attr action and retention and strengthen the link between reward and performance for level E staff, possibly by |2011 | |providing additional salary steps at this level | | |Explore introduction of a single salary spine for academic and professional staff |2012 | |Revise academic nomenclature |2012 | 2 Attracting and retaining highest quality staff Policy action |Timing | |Review and determine new reward and recognition policies , including implementing a reward for performance structure to |2011 | |recognise, reward and retain high performing staff | | |Review and revise the staff equity and diversity strategies and action plans |2011 | |Improve Workforce Planning and develop succession plans |2011 | |Review and determine new recruitment procedures to attract good staff |2011 | |Talent management program |2011 | 3 Aligning performance – Probation and confirmation |Policy action |Timing | |Improve linkages between promotion, confirmation/probation and the PDF process |2011 | 4 Investing in staff – Leadership and management development Effective leadership has a strong impact on staff satisfaction and is vitally important to the achievement of our goals.To ensure that we have effective leadership and management from our senior staff, we need to: †¢ clarify expectations of our leaders and managers; †¢ develop a broader skill set amongst staff to manage complex people matters; †¢ provide a business skills set to our managers including business planning and budgeting; †¢ incorporate greater levels of mentoring and coaching by peers; †¢ foster an open culture that embraces and supports change and diversity; †¢ provide more specialised development for professional roles; and †¢ deliver development programs differently so that skills more easily translate into the workplace. Future policy issues for consideration are listed below. Policy action |Timing | |Develop a Leadership and Management Development Strategy |2 011 | |Involving: | | |A clear statement of the nature of leadership and management capabilities; | | |Formal coaching and mentoring; | | |Processes for identification of high potential talent and accelerated development plans for high performers; | | |Quality standards for development program design and delivery; and, | | |Dedicated resourcing and funding to address any identified skills gap. | |Develop and gain agreement to a behavioural competency statement |2011 | Next Steps 1 Governance of the implementation project The further refinement of the revised HR Policy Framework will be overseen by a Steering Committee jointly chaired by the Provost and the Senior Vice-Principal. There will also be a number of related work streams each led by a project owner within HR Chancellery and coordinated by a project director, reporting to the Executive Director, HR. These work streams will draw on expertise across the University from faculties and professional practice areas. Specific refe rence groups mentioned above have also been established to rovide a forum for the further development and testing of policy and procedural initiatives and implementation plans. The Academic Reference group will specifically inform work around the introduction of academic work focus categories within the academic classification system, associated changes to the Performance Development Framework and measures to support early career academics. A Professional Staff Reference Group will similarly inform work on broad-banding the professional staff classification structure as well as the associated changes to the Performance Development Framework and other key matters for professional staff. 2 Plan for areas of further work The following is a broad action plan for the refined HR Policy Framework. Timing |Policy initiatives to be completed | |By June 2011 |Leadership and Management strategy and revised program development | | |Negotiation completed with NTEU and staff about proposed chan ges to PDF and classification structures | | |canvassed above | | |Additional support in place for managers in managing performance | |By Dec 2011 |Establishment of links between promotion, confirmation/probation and the PDF process | | |Leadership and Management strategy and programs finalised | | |Behavioural competency statement developed (with initial emphasis on Leadership and Management | | |competencies) | | |Broad banding of professional staff classification structure (subject to negotiation with NTEU) | | |Improved Workforce Planning and succession plans in place | |Career paths: | | |Program for support of early career academics (including casuals) developed | | |Review of transfer and secondment policies | | |Career paths identified within professional staff job families | | |Review of reward and recognition policies complete | | |Talent management program developed | |2012 |Review of recruitment practices complete | | |Competencies incorporated into HR processes such as performance management, recruitment and selection and | | |learning pathways | | |Consultation on possible changes to academic classification structure (for example, varying number of | | |increment points; overlapping bands) prior to negotiation of the next Collective Agreement | | |Consultation on possible revision of academic nomenclature | | |Employer brand developed to promote employment with the University | | |Revision of Staff Equity and Diversity strategy completed | Appendix 1: Schematic diagram of the refined strategic HR Policy Framework [pic] ———————– [1] The supervisor is responsible for performance management practices, however, it is envisaged that the panel is responsible for the higher level consistent implementation of performance management. Some faculties have moved to implement such practices already. [2] MSALs form part of theUniversity’s Collective Agreement [3] Early Career Development Fello wships are a new category of fixed-term employment introduced through the new Collective Agreement. The University must advertise at least 28 such Fellowships before 30 June 2012. Early Career Development Fellowships were designed to provide a more secure form of employment for Level A and B staff who are predominantly employed on a casual or fixed-term basis. These Fellowships will include a structured development program providing training, supervision and appropriate career and professional development opportunities to enable early career academics to establish an academic career.