...Premier Collage | Document Retention Policy | Litigation Hold Notice | | | 8/26/2113 | Table of Contents 1.0 POLICY STATEMENT ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐---‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4 2.0 PURPOSE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4 3.0 APPLICABILITY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐--‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 5 4.0 DEFINITIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 5 1. Official Records Retention and Disposition Schedules ------------------------------------------------------------- 5 2. File Breaking ------------------------------------------------------------------------------------------------------------------- 5 3. Litigation Hold -----------------------------------------------------------------------------------------------------------------6 4. File Integrity ------------------------------------------------------------------------------------------------------------------- 6 5. File Maintenance ------------------------------------------------------------------------------------------------------------- 6 6. Personally Identifiable Information ------------------------------------------------------------------------------------- 6 7. Confidential Information ----------------------------------...
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...PREMIER COLLEGE DOCUMENT RETENTION POLICY January 20, 2016 POLICY STATEMENT POLICY STATEMENT Premier College has developed a document Retention Policy to protect and preserve all critical documents as required by state and federal laws. The College is responsible for retaining paper and electronic documents in a safe and secure environment to ensure the basic values of accuracy, confidentiality, security, and proper archiving as well as proper document destruction once documents have served their purpose. This Policy is also for the purpose of aiding employees of the organization understanding their obligations in retaining electronic documents including e-mail, Web files, sound and movie files, PDF, TIFF, TXT files and documents, Calendars, Computer usage logs, Internet usage logs, Databases, and all Microsoft Office or other formatted file. This policy is written with considerations for compliance with federal mandates and acts including The Sarbanes-Oxley Act, Health Insurance Portability and Accountability Act (HIPPA), The Fair Credit and Accurate Transaction Act (FACTA), Gramm-Leach-Bliley (GLB) and other federal, state and local mandates. EFFECTIVE DATE This Policy is effective as of January 20, 2016, (the “Effective Date”) and applies to all documents created after the Effective Date. However, to the extent possible, the Policy will be applied to all documents regardless of creation date. LEGAL HOLD A legal hold suspends all document destruction...
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...Retention of HR records Revised July 2015 What are HR records? HR records include a wide range of data relating to individuals working in an organisation, for example, pay or absence levels, hours worked and trade union agreements. This information may be stored in a variety of media such as paper files and, increasingly, on computer databases. It is important for all organisations to maintain effective systems for storing HR data, both to ensure compliance with all relevant legislation (for example in respect of the minimum wage or working time regulations) as well to support sound personnel administration and broader HR strategy. Our factsheet on human capital has more details of how employee information can help identify the sort of HR or management interventions which will drive business performance. However, as detailed below, in the UK a complex regulatory regime governs the length of time for which HR records should be stored. The legal position Legislation There is a substantial and complex amount of legislation in the EU and UK that has an impact upon the retention of personnel and other related records in those regions. Examples of legislation dealing with particular categories of records are provided in the boxes below. Access, storage, format and destruction The Data Protection Act 1998 (DPA) applies to most personnel records, whether held in paper, microform, or computerised format. Under the DPA data must not be kept any longer than is necessary for...
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...Employee Retention, Engagement, and Careers Chapter 9 offers some good advice and tools for managing careers. We will discuss building effective communications through fair treatment programs and employee discipline. In addition we will discuss proper handling of dismissals and separations, including retirement. In recent years, many employees from the “baby boom” generation have taken early retirement. However, experts believe the next generation will have to work longer than they would wish in order to fund those who are retiring now. The Social Security Administration has increased the age at which future generations will be eligible for benefits. Management will need to find ways to stimulate career interests of older employees to keep them motivated and productive. Firms also will need to find ways to ease labor shortages by attracting those to return who already have retired. Let’s discuss these and other issues. Learning Objectives By the time we have finished this chapter you will be able to: 1. Describe a comprehensive approach to retaining employees. 2. Explain why employee engagement is important, and how to foster such engagement. 3. Discuss what employers and supervisors can do to support employees’ career development needs. 4. List and discuss the four steps in effectively coaching an employee. 5. List the main decisions employers should address in reaching promotion decisions. 6. Explain the factors you would consider...
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...Employee Retention Executive Leadership BY: Michael D. Jackson Assistant Fire Chief Department of the Air Force Mercury NV An applied research paper submitted to the National Fire Academy as part of the Executive Fire Officer Program March 1999 2 ABSTRACT Over the last five years (1993-1998), twenty-one members of the Range Complex Fire Department (RCFD) have left for various reasons. The problem is that because of a reduced personnel budget the department has not been allowed to replace all of the members that have left. The ensuing reduction in staffing has resulted in a fire station closure and a reduction in customer service. Operationally this reduction has resulted in increased response times, reductions of vehicle staffing and increases in overtime. The purpose of this paper was to identify why personnel were leaving the department and to suggest ways to improve employee retention. Descriptive and evaluative research methods were utilized to answer the following research questions: 1. 2. 3. Why have members left the Range Complex Fire Department? In general, why do employees leave the fire organizations they work for? What does the upper management team of the RCFD believe are the reasons personnel are leaving the department? 4. What retention programs are used by other federal fire departments? To identify why employees were leaving the RCFD nine interviews were conducted with former employees that had left the department in the last five years. A literature...
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...complete retention strategy, due to gathering new customers is costly. Being able to retain customers during a downfall, when that is happening people are looking for a lower cost alternative. Knowing why a customer is leaving is important. There are customer churn analysis and apprehending methods, and trend analysis. Along with the customer churn profiling. Developing Customer Retention Strategies. Customer Retention is important because getting a new customer is expensive rather than keeping the existing one. Retention is meaningful to most companies because the cost of having new customers is much more than the cost of keeping good relationships with their current customers. How to contain customers during a downfall? During a downfall is the time when people look for a lower cost alternative. In these circumstances, down-selling can be key to retaining customers. When economy overcomes, the customers are likely to move up to the original services they had subscribed too. Down falling is better than losing customers. However that can have negative effects on sales, this should be carried out carefully on customers who are at risk of churning to lower cost alternatives, methods can be used to identify customers at risk of churning. Knowing why a customer leaves. The most important thing in customer retention is to know the customer well enough, know there expectations, satisfactions, and their tendencies. By knowing these about a customer the more efficient retention strategies...
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...A high employee turnover rate, the rate at which employees leave a business, can affect the bottom line of businesses of all sizes. However, the negative effect on small businesses can be particularly harsh due to limited resources and the investment in employees. Because employees who are satisfied with their jobs generally don't give them up, high turnover is usually indicative of a problem. That's not to say that every employee who leaves your company is unsatisfied — after all, some will retire, leave town, quit because of family circumstances, desire to change professions, or even start a business of their own. But if you have a lot of turnover and you're losing good employees, you may want to give some thought to the possibility that the cause of high employee turnover in your business is a morale problem. Causes of High Turnover The causes of turnover are related to the same factors that contribute to absenteeism — if workers are not interested in their jobs, they will either stay away or leave. But being unhappy in a job is not the only reason why people leave one employer for another. If the skills that they possess are in demand, they may be lured away by higher pay, better benefits, or better job growth potential. While you can't control what's happening with other companies, how much they pay, or which benefits they offer, you can take steps to improve morale at your business and make those employees who are with you happy and productive. That's why it's...
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...Measuring Customer Satisfaction Introduction – Customer Satisfaction The definition of customer satisfaction is very simple. A customer is satisfied whenever his or her needs, real or perceived, are met or exceeded. So how do you know what the customer needs, wants and expects? It’s very simple. You ask, and then you provide what the customer wants and more (Gerson, 1993, p.17). There exists an interaction between the desired results and customer satisfaction, customer loyalty and customer retention. Without the customer it is impossible for any business to sustain itself. Achieving the desired results is frequently a result of customer actions. Any business without a focus on customer satisfaction is at the mercy of the market. Without loyal customers eventually a competitor will satisfy those desires and the customer retention rate will decrease. There are several levels of customers: 1 1. Dissatisfied customer - Looking for someone else to provide product or service. 2. Satisfied customer - Open to the next better opportunity. 3. Loyal customer - Returns despite offers by the competition. Dissatisfied customers are an interesting group. For every one that complains there are at least 25 who do not. Dissatisfied customers by word of mouth will tell eight to sixteen others about their dissatisfaction. With the web some are now telling thousands. 91% of dissatisfied customers never purchase goods or services from the company...
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...http://www.studymode.com/essays/Drainflow-Repairing-Jobs-That-Fail-To-1346002.html Drainflow Repairing Jobs That Fail to Satisfy Potential effectiveness of a Cash Reward System and Structured Interview Program for DrainFlow Report for the Manager William Assemiah, 12021643 Irene Aidoo, 12021610 Sroda Adzo Apam, 12021626 Asare Ohenedwira Thomas, 12021639 Dorothy Dede Aklerh Asamoah, 12021634 Sampson Abbey Armah, 12021630 Arthur Sherifa, 12021631 Amadu Waliu, 12021617 Report Summary 1. Executive Summary DrainFlow, a plumbing maintenance firm in the USA, has been losing its customers to competitors due to poor services. Job motivation and satisfaction among employees is declining across various job categories within the firm. This dissatisfaction has been attributed to the overspecialization of some job functions in the company. The report attempts to assist DrainFlow improve in three key areas: job structure and design, incentive policies, and recruitment practices. It will go further to analyze the causes of the woes being faced by DrainFlow and provide a constructive recommendation on how to overcome them The main contents include an introduction to the problems DrainFlow is encountering, analyses of the current business, and recommendations on how DrainFlow can overcome these issues to foster a long-term competitive advantage. 2. Introduction Research shows that a happy worker is a productive employee. Satisfied employees tend to be better at their workplaces...
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...To truly reach employees and make your messages stick, you need to approach them as any company would approach their potential customers. Sound crazy? We will attempt to de-crazy it for you. Check it out: Employees are consumers of your messages, just as your customers are consumers of your product. Like your customers, your employees are busy. Their attention is being pulled in a dozen different directions at any given moment. Therefore, it takes strong, authentic and cleverly presented messages in order to cut through the day to day clutter and really reach an employee. And we’ve found that when employees are treated not as assembly line producers, but rather as humans whose allegiance an organization is fortunate to have, something very beneficial happens—employees will work harder and better because they feel an emotional attachment to their employer. This is something theCEO of Southwest Airlines learned long ago – and to great benefit. Over the years, whenever reporters would ask CEO Herb Kelleher the secret to Southwest’s success, he had a consistent response. “You have to treat your employees like customers,” he told Fortune in 2001. Friends and peers of Kelleher’s would often see his philosophy in action. “There isn’t any customer satisfaction without employee satisfaction,” said Gordon Bethune, the former chief executive of Continental Airlines, and an old friend of Mr. Kelleher’s. “He recognized that good employee relations would affect the bottom line....
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...The session was very helpful for us. We understood the real application of the both the two acts "payment of wages act 1936 and payment of bonus act 1965". In payment of wages act we learnt many different aspects of the act some of them are :- The employees working in an organisation works more than 240 days in an accounting year he or she is a permanent employee otherwise he is a temporary employee of the organisation according to the act. In the case of contract workers there is always a labor contractor between contract employee and principal employer. Payment of wages should be paid within 1 month. There are total 21 deductions which can take place from the wages of workmen. There were some cases also discussed in the session related to payment of wages act 1936. Some of them are :- Grami kamgr sangharsha samiti VS Matlaya mills ltd. in year 2000 decision by Bombay high court. KSG Asharam VS depti labour commissioner in the year 2010 decision by Allahabad high court. HP State forest corporation VS kusal Singh decision by HP high court In payment of bonus act we learnt many different aspects of the act some of them are :- Payment of bonus act is meant to provide bonus on the basis of profit earned by the company. Minimum bonus to be paid is 8.33% and maximum bonus to be paid is 20%. We also understood the concept of "set on" and "set off". Some cases were also discussed with regard to payment of bonus act 1965 they are :- Ashok leyland Union ammor...
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...Product/service being offered Myer is Australia's largest department store group, and a market leader in Australian retailing, offering an unrivalled choice in the latest national, international and 'exclusive to Myer' brands across women's, men's, and children's fashion, as well as accessories, cosmetics, homeware, and much more. Myer’s focus remains on being the first choice for customers when shopping for fashion, cosmetics and the home. They have the largest range of desired brands and styles that offer newness, fashionability, quality and value, with increasing exclusivity. The Myer merchandise offer includes 11 core product categories: Womenswear; Menswear; Miss Shop (Youth); Childrenswear; Intimate apparel; Beauty, fragrance and cosmetics; Homewares; Electrical goods; Toys; Footwear, handbags and accessories; and General merchandise. Besides having a wide range of merchandise, Myer also provide services in selected stores, which include Cafés and Restaurants, Formal Hire, Optical, Hair and Beauty Salons, florist (My Flowerhouse),Weight Watchers Lifestyle Centres, Photographic, and Myer Bridal & Gift Registry. Sources of value Value creation and delivery is a key element for strategic customer relationship management. Value can be thought of as the relationship between the benefits experienced from a product or service and the sacrifices made to enjoy those benefits. * Value from product In terms of product innovation, Myer has introduced a new sister...
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...W A T S O N H A L L UK data retention requirements information data retention and disposal Watson Hall Ltd London 020 7183 3710 Edinburgh 0131 510 2001 info@watsonhall.com www.watsonhall.com Each type of data within an organisation should be identified and classified. Once this has been completed and during periodic reviews, it is necessary to define the retention and disposal policy. Business data records should be assessed for the statutory and legal requirements, business and accountability requirements and the risks associated with keeping or disposing of the data records. A records management system or schedule of data retention criteria can be used to document the data records, the requirements and the security controls needed for their identification, storage, protection, retrieval, retention and disposal. There are a large number of statutes, case law and regulations defining how long some data must be kept for before it is destroyed — some of which are outlined on the following pages. A few requirements such as records of wages apply to almost all sectors, but we have listed some specific requirements for the communications, financial and governmental sectors. Other sectors have equally important requirements. The exact minimum retention period varies with the specific data type, and the starting date is often context related e.g. period from an event like an accident, retirement or the advertisement of a product. This document is based on the previous work...
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...retained for a certain period. It needs to be easily accessed and understood in the future. Information should be archived to increase the security of the data so that only authorised people can access it. Another reason why information should be archived is so that it frees up space in the workplace to ensure that the place is not cramped with information that is not required frequently and to make sure that it is a pleasant clutter- free place to work in. 1.2 The purpose of agreeing retention dates is to ensure that the organisation has compliance with the Skill Funding Agency which requires learner files to be held on to for 5 years. It is important for staff to know the retention periods before archiving so that there is no risk of archiving information that is not relevant and can be destroyed and also to ensure that there is no risk of destroying information that is still within its retention period which could cause huge problems to the organisation. Another purpose for agree retention periods is so that the archiving system can be kept organised and space on the hard-drive is not being wasted in information that doesn’t need to be kept anymore and it makes it easier for specific information to be found and accessed when needed as there are less files to look through. 1.3 When archiving information it is vital that it is filed in the correct place in the hard-drive so that authorised staff can access it easily, it is securely protected and there is no risk of the...
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...course of business. Records are information in any media created or received in the course of business, regardless of location or physical form. They include not only paper and electronic files (including databases and e-mail) but also information stored in CDs, audio, video and data tapes, sound recordings, films, photographs, books, maps and many other media. Why is records management important? Records contain information that is a valuable resource and an important business asset. They are required as evidence of policies and activities of companies (to fulfil legal, tax and audit obligations) and for the day-to-day management of businesses. Effective records management enables efficient and systematic capture and retention of information contained within records, and therefore maximises their use as a business resource, while minimising the time, money and effort spent on their retrieval and storage. Records enable business organisations to: conduct their business in an orderly, efficient and accountable manner; deliver services in a consistent and fair manner; support and document policy formation and managerial decision making; provide consistency, continuity, and productivity in management and administration, for example in the event of personnel movements and departures; conduct their business in an orderly, efficient and accountable manner; deliver services in a consistent and fair manner; support and document policy formation...
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