...Job Description Position Title: Director of Admissions and Enrollment Management Department: Office of Enrollment Management Reports To: Vice President and Dean for Academic and Student Affairs Position Summary: Provide leadership in the areas of strategic enrollment planning, admissions and recruitment, retention planning, financial aid, marketing, and the registrar’s office. Play a key role in meeting the College’s enrollment goals through active recruitment of qualified undergraduate, graduate and international students. Essential Duties and Responsibilities: (other duties may be assigned) • Develop and implement a data-driven, market-sensitive, goal-oriented and studentfocused Enrollment Management Plan, which includes systematic and efficient handling of applications, communication with applicants, interviews with applicants, and communicating final decisions to the appropriate individuals Supervise admissions staff, financial aid office, registrar’s office, and marketing department. Set opportunities for collaboration among these departments to support recruitment goals and ensure appropriate support to applicants Develop and implement an assessment plan for all areas of enrollment management Leadership of the Enrollment Management Team Lead the admissions team in finding best-fit students to visit, apply to and enroll in Burlington College, including planning annual recruiting travel schedule Develop and oversee the implementation of the College’s Marketing Plan, to...
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...and Organizational Effectiveness Objectives of the HRM Function Helping the Organization Reach Its Goals Efficiently Employing the Skills and Abilities of the Workforce Providing Well-Trained and Well-Motivated Employees Increasing Employees' Job Satisfaction and Self-Actualization Achieving Quality of Work Life Communicating HRM Policies to All Employees Maintaining Ethical Policies and Socially Responsible Behavior Managing Change Managing Increased Urgency and Faster Cycle Time Who Performs HRM Activities Outsourcing The Interaction of Operating and HR Managers HRM's Place in Management HR Department Operations HRM Strategy Clarifying Meaningful HRM Objectives HRM Policy HRM Procedures Organization of an HR Department Plan of the Book Summary Key Terms Questions for Review and Discussion Notes The Human Resource Manager and Managing Multiple Responsibilities Careers in HRM A Strategic Management Approach to Human Resource Management A Model to Organize HRM How to Take a Diagnosic Approach to HRM External Environmental Influences Government Law and Regulations The Union Economic Conditions p. iv p. 1 p. 2 p. 5 p. 7 p. 9 p. 10 p. 11 p. 11 p. 12 p. 12 p. 12 p. 12 p. 13 p. 13 p. 13 p. 14 p. 14 p. 15 p. 16 p. 16 p. 16 p. 17 p. 19 p. 19 p. 19 p. 21 p. 22 p. 22 p. 23 p. 23 p. 25 p. 28 p. 30 p. 33 p. 34 p. 35 p. 35 p. 36 p. 36 Competitiveness Composition and Diversity of the Labor Force Geographic Location of the Organization Internal Environmental Influences Strategy Goals Organization...
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...Only those companies that are willing to put emphasis on their human course practices to transform global labor market conditions will be able to catch the attention of and save high performing employees. Phelps (Pwc p. 29, 2012) statement regarding HR functions “there is still a lot to be done” is quite accurate. In the U.S., many companies depend upon outsourcing. It used to be a time when there was a physical place that workers could visit to seek advice, pick up a form, or complain. Now a days, many internal HR functions have been “cut to the bone” said Peter Capelli, a management professor and director of the Center for Human Resources at the Wharton School of the University of Pennsylvania. Outsourcing firms can take up various tasks, from payroll to benefits to recruiting, to free up a client to focus on its strengths (Korkki, 2012). The economic down turn and financial crisis has many of the management team doing jobs of lower level employees, therefore taking their primary focus away from the targeted market, the human capital. The Impact Between People Strategy and Business Strategy Accord to Jaspal’s (2010) the controlled environment is an organization’s culture, beliefs and values. This includes the integrity, ethical beliefs, and competencies of its people, which are...
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...ALFREDO L. YORDAN BLASINI 425 Road 693, PMB 112 Dorado, P.R. 00646 (787) 485-2235 / (787) 312-7946 Email- ayordan66@gmail.com Career Summary A seasoned bilingual professional with over 20 years of progressive experience in B2B and direct sales, business development, marketing, operations, IT and management in highly competitive segments on several industries. Manage revenues & budget for Fortune 500 companies of more than $5M in sales. As a senior executive, proven producer of sales and profit with ability to pinpoint business opportunities, also plan, develop and execute effective business strategies under challenging market conditions. A high-energy leader with distinctive people skills and a proven track record. Achievements & Qualifications Coordinated accounts for several multi-national corporations within the territory. Initiated successful venture into key Caribbean markets. Increase markets exposure and product exposure of companies that I work with. Strong background in sales, marketing, branding, promotions, merchandising and staff development as well as accounting and financial reports. Detail oriented and efficient with strong analytical ability, proficient in Word, PowerPoint, Excel, QuickBooks, Peachtree and Salesforce among other systems. Work Experience Club Melia Vacation Club (Gran Melia Golf Resort & Villas, Rio Grande) Jan 2014 – present Sales, Marketing & Promotions / Condado Branch Manager...
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...I-HR issues of China ……… 5 II-HR Challenges of China ………. 8 III-HR issues of Wales ……….. 8 IV-HR Challenges of Wales ………… 9 3 – Recommendations ............. 10 4 - Action plane a. For Home Country (England) .............. 11 b. For Host Country (China) ………… 13 5 – Conclusion ............. 15 6 - References ............ 15 A. Executive Summary – The British establishment i.e. Burberry has decided to close its Wales unit...
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...ENTREPRENEUR WORKBOOKS Business Planning and Financing Management Series Building Block 2 The Business Plan and Executive Summary MaRS is a member of MaRS Discovery District, © December 2009 See Terms and Conditions MaRS – Business Planning and Financing Management Series THE BUSINESS PLANNING AND FINANCING MANAGEMENT WORKBOOK Introduction: What to expect In his book Outliers, Canadian author Malcolm Gladwell looks at the relationship between statistical probabilities and the chance of success in your chosen field of work or sports. His essential claim is that you need around 10,000 hours of practice to become really good in a particular field. This workbook guide will not take 10,000 hours to complete, so you should not expect that you will become an expert in business planning and financing management by going through the activities outlined within. Rather, the purpose of the workbook guide is to help you understand and focus on the key issues in the field of business planning and financing management, and to introduce you to frameworks within which to think and discuss essential areas of your business. The process offered will provide sufficient grounding in the topic so that you will know what questions to ask advisors and consultants, and, in the case of consultants, how to evaluate their work. Additionally, this workbook guide provides a launch point for a number of vital business decisions you will have to make to develop your start-up. As a best practice, it...
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...MEMORANDUM TO: Edward J. Amador, Associate Director of Finance FROM: Noah Shaw, Financial Analyst CC: Joseph Soloman DATE: November 12th, 2011 SUBJECT: Decreasing the Turnover Rate within the Workplace Attached you will find my proposal for the type of employment policies that may be more effective and should be implemented in order to decrease the companies’ turnover rate. This proposal will address the length of service of an employee and why it may affect the decisions for a reduction within the workplace in a non-union organization. Discussed is why management should consider in gender, race, age, and other “protected class” designations when making reductions within the place. The role of ethics and values is conversed. This proposal will conclude with recommendations to the key decision maker about employment policies that should be implemented. As a Financial Analyst for Diversified Investment Advisors, I find that there is an extremely high employment turnover rate. That is, employees are always getting hired than laid off and or fired almost like clockwork, then rehired and laid off again. I do not understand the effectiveness and rationale for such a method. I also notice the number of complaints, lawsuits, and overall issues surrounding this mythology. I would like to formulate recommendations to key decision makers about the type of employment policies that may be more effective and should be implemented. However, in order to apply the most appropriate...
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...Values Quality of service Establishing long lasting relationships with clients by exceeding expectations. Customer loyalty will be a direct result of customer satisfaction Deliver benefits to our customers Accept personal responsibility to meet commitments; be accountable Integrity Be honest, forthright and trustworthy Use straight talk; no hidden agendas Respect ethics; law and regulation Employees/People A culture where employees are valued and growth is encouraged within the company Treat people with respect and dignity Recognise and reward accomplishment Foster teamwork and collaboration Welcome Diversity and diverse opinions Excellence Continually improving performance Achieve innovation in all we do Stress quality, productivity, growth, best practices and measurement Always strive to be the best Our Mission statement; values and culture all shape the day to day activities of the business DEAL & KENNEDY (2000) defined organisational culture as ‘the way things get done around here’ they also created a culture model based on 4 types of organisations (see appendix A.) This business seems to fall into the ‘Work hard play hard culture’. This tacit understanding is further influenced by its corporate presence – both determine the kind of employees we attract. Our ‘Work hard play hard culture’ gets results fast but can often be stressful particularly with the processes we need to follow and the already increased workload for managers resulting from...
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...IMPACT OF CORPORATE GOVERNANCE ON FIRMS PERFORMANCE: CASE OF FAMILY FIRMS IN MALAYSIA CHAPTER 1: INTRODUCTION 1.0 Background of Study For many years and in many economies, most of business activity was accompanied by proprietorships, partnerships, or closed corporations. In these forms of organizations, a small and closely related group of individuals belongings the same family or co-operating in business for lightly periods runs the firm and share the profit. A lot of attention, has focused on the relationship between ownership structure and corporate performance for instance, a research agenda on the implications of ownership structure on corporate governance by La Porta et al (2000) sustain the legal structure does not offer sufficient protection for outside investor or entrepreneurs, original owners are forced to maintain large position in their companies which results in a concentrated form of ownership thus having implications on ownership structure. On the other hand, more of evidence according to Shirley and Walsh (2001) indicates the private held firms are more efficient and more profitable than publicly held ones although the evidence differs on the relative merit of the identity of each private owner. In 1976, Jensen and Meckling provided results of their researches on ownership structure and firm performance by dividing shareholders into internal investor with management right and external shareholder who are investor without the ballot right. The...
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...Executive Summary Analyst Name: Tommie Anthony Henderson Company: DeVry Education Group Inc. (DV) Price on report date: $35.73 on March 20, 2015 Forecast Horizon: 1 year Recommendations: BUY Target forecasted price: $42.19 Highlights: * DeVry provides services educational development worldwide. * DeVry Educational Group operates three segments: Medical and Healthcare; International and Professional Educational; and Business, Technology and Management. * DeVry saw strong growth during the worldwide recession. * Company has strategically reduced its operating cost in segments that have seen either small improvement or losses in enrollment. * Company has strategically transitioned to support its Medical and Healthcare segments which has seen strong growth potential. * Risk factors include enrollment and public relations as the company has endured numerous class action lawsuits resulting from student dissatisfaction with curriculum content. Summary of Analysis: * Market Capitalization: $2.2 Billion on March 20, 2015 * Cash: 369.98M * Free Cash: $187.53M based on 4th Quarter of 2014 reported data * Last 12 months revenue: $1.92B * Operating Cash Flow: 266.89M * Dividends: N/A Qualitative Analysis Company Profile: What services and products do they sell and/or manufacture? DeVry Education Group is a corporation based in Downers Grove, Illinois. It was founded in 1931and it presently operates a number of...
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...FashionAnatomy@gmail.com Phone: 972-684-7664 December 16, 2012 Main Contact: Michael Smith www.fashionanatomy.com Table of Contents * Executive Summary…………………………………………………………………… 3-4 * Company Description………………………….........................................5 * Industry Analysis………………………………………………………………………..6 * Industry Size, Growth Rate, and Sales Projections…………………6-7 * Industry Structure…………………………………………………………………..7 * Nature of Participants……………………………………………………………..7 * Key Success Factors………………………………………………………………….8-9 * Industry Trends…………………………………………………………………………10-12 * Market Analysis………………………………………………………………………………12-14 * Market Segmentation Target Market Selection……..…………………..15-16 * Buyer Behavior………………………………………………………………………….17 * Competitor Analysis…………………………………………………………………..18 * Estimate of Annual Sales and Market Share…………………………………18-19 * Marketing Plan………………………………………………………………………………….20 * Overall Marketing Strategy……………………………………………………………20-22 * Pricing Strategy……………………………………………………………………………..22-23 * Sales Process………………………………………………………………………………23-24 * Management Team and Company Structure……………………………….25 * Management Team………………………………………………………………….25 * Board of Directors……………………………………………………………………25-27 * Board of Advisors………………………………………………………………………28-29 * Other Professionals…………………………………………………………………30 * Operations Plan………………………………………………………………………………31 ...
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...Making a success of your business Essential checklists sponsored by sponsored by With more than 64,000 small and midsize customers worldwide, SAP is a leading provider of business applications and an established and highly successful player in the small and midsize enterprise (SME) market. SAP offers a broad and innovative solution portfolio for small businesses and midsize companies to meet the heterogeneous demands of SME customers. SAP solutions for small businesses and midsize companies include SAP(r) Business One, a single integrated application for successfully managing small businesses; SAP(r) Business ByDesign(tm), the software industry’s most complete, integrated and adaptable on-demand solution for midsize companies; and SAP(r) Business All-in-One, a customizable and extensible solution for midsize companies with deep industry best practices built in. Sold, implemented and maintained through SAP and an expanding network of qualified partners, all of the solutions are competitively priced, easy and quick to implement and scalable to customers’ growing business needs. The SAP solutions specifically designed for SMEs help enable small businesses and midsize companies to lower operating costs, improve operational excellence, gain better business insight and control, and grow their businesses flexibly. Additional information is available at www.sap.com/sme Chartered Management Accountants are the first choice for financially qualified business leaders. The Chartered...
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...Market Analysis Summary Outsourcing for benefits can be implemented into a business no matter what the size of the company, or to the business in which they are engaged. Any and all business can offer more competitive benefit packages and with outsourcing, it can be a win win situation for the employer and the employee. Benefits “R” Us focus’ their efforts on the small to medium size companies. With the ever changing government regulations, Benefits “R” Us handles all of the employers needs to stay in compliance. Companies are facing a more mobile and diverse workforce and to stay competitive in their marketplace, they must be able to attract and retain qualified employees while staying focused on their business. Human Resources departments are faced with numerous tasks and they must not only stay up to date and offer appealing benefit packages, but also keep up with the everyday supervision of the department and its programs. It is the constant administration of these duties which are so time consuming. The supervision of these duties are viewed as operational costs. These resources and time can be focused on more important issues. Companies are looking to outsource these administrative duties. Benefits “R” Us is the perfect solution for these companies. 4.1 Target Market Segment Strategy BENEFITS “R” US will target companies with 10 to 1000 employees. It is our goal to provide quality benefits and outstanding customer service for the small to midsize company who are...
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...EXAMINING THE CRACKS IN THE CEILING: A Survey of Corporate Diversity Practices of the S&P 100 March 2013 Table of Contents FOREWORD ....................................................................................................... 1 EXECUTIVE SUMMARY ................................................................................. 2 EXAMINING THE 10 KEY INDICATORS .................................................... 7 1. Equal Employment Opportunity (EEO) Policy ........................... 8 2. Internal Diversity Initiatives ...........................................................10 3. External Diversity Initiatives ..........................................................12 4. Scope of Diversity Initiatives...........................................................13 5. Family-Friendly Benefits....................................................................14 6. EEO-1 Disclosure ..................................................................................15 7. Highest-Paid Executives ...................................................................16 8. Board Representation .......................................................................18 9. Director Selection Criteria ...............................................................20 10. Corporate Commitment ................................................................21 DIVERSITY SCORES BY SECTOR ................................................................22 CONCLUSIONS AND NEXT STEPS...
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...Case Study about Sun Life Financial Services Manalaysay, Levi Jhanine P. MG11A Prof. Rosalinda Lacerona Title of the case: Sun Life Financial Services Time Context: Summary/ Abstract Sun Life Insurance is an international insurance company, providing individual and corporate life insurance, group retirement services and benefit management services. The Canadian operations have offices located throughout Canada, with the head office in Toronto. The Group Claims division provides drug and dental claim management and claim adjudication to companies in Canada through its 4 main centres in Toronto, Ottawa, Edmonton and Montreal. Clients include the Federal Government, City of Toronto, Royal Bank of Canada and Magna International. Sun Life Canada alone had a customer base of 7 million. It had its stock listed on the stock exchanges of Toronto, New York, London and Manila. Sun Life’s presence in Hong Kong has been growing stronger and stronger over the past 100 years. Clear and sound policy formulation requires any company to have well defined business objectives, vision and mission. Sun Life Hong Kong aims to be one of the top five players in the Hong Kong market for both wealth management and insurance. In the present time, Sun Life manages assets in excess of $425 billion and has an employee base of more than 14,700 and few thousands of independent agents worldwide. By 2001, with revenues of C$ 16.7 billion, Sun Life Financial Services (Sun Life) had emerged...
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