...Business Continuity Plan Under Development (May 2006) California State University, Stanislaus CALIFORNIA STATE UNIVERSITY, STANISLAUS BUSINESS CONTINUITY PLAN May 2006 Table of Contents INTRODUCTION I. II. III. IV. V. Incident Command System Business Impact Analysis Risk Assessment Business Plan for Localized Business Disruption Business Plan for Pandemics Page 3 Pages 4-7 Pages 8-11 Pages 12-13 Pages 14-15 Pages 16-17 Pages 18-19 Pages 20-36 Appendix IV-A: Power Outage Business Continuity Plan Appendix V-A: Pandemic Flu Business Continuity Plan 2 Final CP 5-30-06 CALIFORNIA STATE UNIVERSITY, STANISLAUS BUSINESS CONTINUITY PLAN May 2006 INTRODUCTION A Business Continuity Plan (BCP) is developed by an institution to plan for and describe how it will respond to and recover from disruptions. These disruptions can be localized threats (e.g., earthquakes, fires, floods, bombs, etc.) or global threats (e.g., Flu Pandemic). As part of the overall Emergency Operations Plan, California State University, Stanislaus has developed, and continues to refine and enhance, a Business Continuity Plan (BCP) for the University. This plan is about maintaining, resuming, and recovering the University’s activities as an educational institution. It considers human factors along with operational issues. The BCP was developed by a team of the University’s senior administrators and department managers representing all University divisions: Business & Finance, Academic Affairs...
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...Rehabilitation Plan -Darling Red Introduction: The current rehabilitation plan is based on a 26 year old biracial female, who is married to a member of the armed forces. She is also a military veteran that went through a medical board that resulted in early separation after seven years in the Army. Our client suffers from PTSD as result of her unit being attacked while on deployment. She suffers from depression secondary to back pain and thyroid disease. Currently she and husband are struggling financially; she lives with her in-laws while her husband is on deployment. Client unable to manage personal finances and presently not employed. Program Development of Informational Needs Physical factors: Extent of Disability 1. How does the disability handicap employment potential? 2. Is the disability progressive or stable? 3. Can person’s functioning in activities of daily living be improved? 4. Is the disability stable enough to initiate rehabilitation programming? Psychosocial Factors 1. To what degree has the client adjusted to the handicapping aspects of the disability? a. Does the person use “disability” as an excuse for failure? b. Are any of physical symptoms psychologically based? c. Does the client have the emotional stability to engage in a vocational rehabilitation program at the present time? In the near future? Family and Friends 1. What positive or negative role will the individual’s family and friends play in the rehabilitation process...
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...Food System Economic Context of Local Food Production How redevelopment of a local food system meets economic and green jobs goals. The Western Lake Superior Sanitary District reported in spring 2009 that farmers are a key to the local economy. The 2007 Census of Agriculture stated that in Carlton, St. Louis and Douglas counties farming is one of the largest family-owned, small business sectors of the local economy. Farmers in these three counties sold $27.7 million of livestock and crops in 2007. Cattle and dairies are the most important component in our region with $17.3 million of total sales. They reported a potential to increase productivity here. About one third of the farmland in this region was fertilized or had manure applied in 2007, and hay fields averaged about 1.5 tons per acre. Nationwide, more than two thirds of cropland was fertilized (although that includes row crops) and hay fields were about 2.5 tons per acre – even in other parts of Minnesota and Wisconsin, with a similar climate. Farming is one of the bigger sources of income for self-employed business owners in this region. In Carlton County, for example, farmers sold $8 million of produce in 2007. Only self-employed construction firms, with $14 million of sales, and real estate, with $8.2 million in sales, were larger. It’s likely that agriculture in regions like the Northland will be even more important in the future. The United States currently has an abundance of cropland – about 1.4 acres per person...
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...Managing Human Resources for Health in India A case study of Madhya Pradesh & Gujarat 2007 Central Bureau of Health Intelligence Directorate General of Health services Ministry of Health & Family Welfare Nirman Bhawan, New Delhi – 110011 Website: www.cbhidghs.nic.in, www.prodindia.nic.in Email: dircbhi.nb.nic In collaboration with WHO - India Country Office Managing Human Resources for Health in India A case study of Gujarat & Madhya Pradesh October 2007 Central Bureau of Health Intelligence, Dte.GHS, MoHFW, GOI In collaboration with World Health Organisation - India Country Office The Report on Managing Human Resources in India may be freely reviewed, abstracted, reproduced or translated, in part or whole, but is not for sale or for use in conjunction with commercial purposes. Any relevant enquiry may be addressed to the office of Director, Central Bureau of Health Intelligence, Directorate General of Health Services, 401, A-wing, Nirman Bhavan, New Delhi 110011(India). © Central Bureau of Health Intelligence, Dte. General of Health Services, Ministry of Health & Family Welfare, Govt. of India. 2007 Technical Support: Advent Healthcare Group 102, Tribhuvan Complex, Mathura Road, New Delhi 110065 (India) Tel: 91-11-65689631, 26312631 Email: info@adventhcg.com 2 Table of Contents Foreword ............................................................................................................. 5 Preface ........................................
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...and Leigh Sparks Institute for Retail Studies University of Stirling Stirling FK9 4LA Scotland, UK Phone: 44 (0)1786 467386 Fax: 44 (0)1786 465290 E-Mail: s.l.burt@stir.ac.uk ; Leigh.Sparks@stir.ac.uk Revised for Seminar - January 2003 DEPARTMENT OF TRADE AND INDUSTRY: COMPETITIVE ANALYSIS OF THE RETAIL SECTOR IN THE UK Contents 0 Executive Summary I Background and Framework for Analysis II Competitive Analysis – the UK Retail Sector III Summary and Policy Recommendations IV Appendix – Analysis of Retail Sub-Sectors EXECUTIVE SUMMARY 0.1 Background and Framework for Analysis In early 2002 the Institute for Retail Studies at the University of Stirling was commissioned to carry out a ‘Competitive Analysis of the Retail Sector in the UK’ (tender CGS/1239) based on secondary sources and restricted to the UK rather than international comparisons. The project had three objectives: · to define and map the sector in terms of size and composition of the businesses which operate within it; · to analyse the competitiveness of the sector now through SWOT, PEST and Porter's 5 forces and any other appropriate means and summarise the key issues facing the sector as a whole, and also sub-sector specific issues; · to provide recommendations for industry and government. The report is divided into four parts. In Part I we provide a background to the sector and explain the framework for analysis used in the study. Part II provides the competitive analysis...
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...1. INTRODUCTION One of the traditional Human Resource (HR) functions is determining employees’ compensation. In modern organisations, with variety of costly employee benefit programmes, wage incentive programmes and structured pay scale, the compensation task is even more difficult and challenging for an HR specialist. Employee compensation can affect their productivity and their tendency to stay with the organisation. The HR manager must ensure that the compensation policy does not lead to high staff turnover. Employees need for income and their desire to be fairly treated by the organisation make developing HR programmes important for Human Resource Department (HRD). Compensation of people at work has become one of the most demanding problems facing management in South Africa (SA) today. In the past, payment for work performed was simple and straightforward. Paying for work not performed, such as vacation was simply unheard by the management. For most parts the employer displayed a take it or leave it attitude when making pay offers to employees. Today the almost automatic increasing of employees’ salaries every 12 months or so is common practice. Although thing has change substantially, new and better ways of compensating people are needed in Human Resource Management (HRM). To understand the utility of broader construct for considering military and civilian pay comparability, it is necessary to consider how military service differs from employment in the civilian...
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...Annual survey report 2013 in partnership with RESOURCING AND TALENT PLANNING 2013 2013 CONTENTS Foreword About us Summary of key findings Recruiting employees The number of job vacancies The use of agency workers Attracting candidates The use of social media Improving the employer brand Recruitment difficulties Selecting candidates Candidates’ integrity and behaviour Recruitment costs Employing younger workers Changes in the employment of young people Efforts to attract younger candidates Graduate recruitment Initiatives to develop skills The role of education institutions in equipping young people for work Diversity Resourcing and talent management in turbulent times The impact of the economic climate on resourcing Talent management budgets Changes in resourcing and talent practices Views on the employment market Managing labour turnover Retaining employees Looking forward Background to the survey Sample profile Calculation of labour turnover Note on abbreviations, statistics and figures used Acknowledgements 2 3 4 7 7 9 10 12 14 16 19 20 20 22 22 23 24 25 26 29 31 31 32 32 35 39 40 44 46 46 48 48 51 RESOURCING AND TALENT PLANNING 2013 1 RESOURCING AND TALENT PLANNING FOREWORD For 17 years our annual Resourcing and Talent Planning survey has provided HR professionals and their organisations with benchmarking data on recruitment costs, resourcing and talent management practice, employee turnover rates and recruitment practices. This edition includes topical...
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...Summary of System Management Function…………………………………Tab 2 3. Enumeration and Needs Assessment………………………………………...Tab 3 a. Enumeration b. Community Profile c. Profiles of Specific Sub-Populations d. Conclusions e. Recommendations 4. Gaps Analysis……………………...………………………………………...…..Tab 4 5. Rapid Re-housing Demonstration Report………………………………….....Tab 5 a. Pierce Intervention Evaluation 6. Open Doors Report………………………………………………………………Tab 6 a. Rapid Assessment of Needs of Hurricane Evacuees Blue Ribbon Commission to End Chronic Homelessness Anna Babin United Way of the Texas Gulf Coast David Benson Harris County Commissioners Court David S Buck, MD, MPH Department of Family & Community Medicine Baylor College of Medicine James Calaway Center for Houston’s Future Robert Eury Central Houston, Inc. The Most Reverend Bishop Fiorenza The Diocese of Galveston – Houston Skip Kasdorf Greater Houston Partnership Richard Lapin City of Houston Anna Leal Houston Endowment, Inc. The Honorable Pat Lykos Harris County Anthony Love Coalition for the Homeless of Houston/Harris County Barry Mandel Houston Downtown Alliance Jackie Martin J.S. Martin Associates, LP Vickie L. McBride City of Houston Department of Housing & Community Development The Honorable Gordon Quan Former City Council Member At Large, Position 2 Sally Shipman The United States Interagency Council on Homelessness Region VI Coordinator – Southwestern States Richard Wilson...
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...STUDY OF COMPENSATION MANAGEMENT IN HDFC BANK | |TABLE OF CONTENTS |Page no. | | | Acknowledgement |4 | | | Certificate |5 | |1. |Introduction | | | |Objective |6 | | |Limitation | | | |Scope | | | |Research methodology |7 | | | | | |2. |Details of the Project | | | |2.1 Introduction to compensation...
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...cent in the coastal areas designated “special economic zones” (EIU, 1994). Foreign direct investment more than doubled between 1987 and 1990 (Kelley and Shenkar, 1993), despite a slow-down after the Tiananmen Square incident, with an estimate of more than 150,000 joint ventures in China. Much of this investment comes from Hong Kong (68.2 per cent in 1992) and other countries of Eastern Asia, with European countries, and even the USA (with 4.6 per cent in 1992) badly represented. Despite this economic growth, there are indications that productivity has been a problem. This may have implications for the attractiveness of China to foreign investors, despite low labour costs. A study undertaken in the mid1980s indicated that productivity levels were 60-70 per cent of those in Hong Kong (Locket, 1987). A recent study (Turcq, 1995) indicates a steady rise in productivity relative to wage...
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...Running head: INTERCLEAN BENCHMARKING PAPER INTERCLEAN BENCHMARKING PAPER Great Team University of Phoenix InterClean Benchmarking Today's organizations thrive on benchmarking to find best practices or solutions to a company's problems through outside industries or companies. This paper highlights some of those issues focusing on how other companies have implemented plans to handle those issues. The issues facing InterClean highlighted in this analysis are human resource philosophy, employee retention, mergers and acquisitions, human resources product handling and servicing. Benchmarking was conducted to evaluate how other companies had handled situations similar to those of Interclean. Outside companies evaluated for comparison come from the mortgage industry, pharmaceutical industry, oil industry, specialty eatery industry, technology industry, airlines industry, chemical industry, insurance industry, and home improvement retail industry. The companies evaluated in this paper were Guardian First Funding Group, Trinity-Chiesi Pharmaceuticals, BP Amoco, Starbucks, Google, Northwest Airlines and Delta Airlines, Rohm and Haas Company, Liberty Mutual Holding Company, Pepsico, and LOWE’s. Evaluation of these companies showed several concepts used in handling the issues and how the companies used these concepts. Situational Analysis Retaining Employees Guardian First Funding Group - Guardian First Funding Group (GFFG) is a mortgage company exclusively involved...
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...Project Feasibility GEANINA POPESCU CASE STUDY PREMIERE MOISSON BAKERY ELEMENTS OF THE SOLUTION Introduction Dear Madams, Sirs The attached report contains PM Consulting Inc’s study concerning the opportunities of implementation and distribution of the Premiere Moisson Bakery products. As required the options of a product market expansion were considered and they were analyzed for their present and future economic feasibility. Based on the information that you provided to us, we concluded that there is a market for your products and that the project will be financially feasible. We will recommend as a go to seek and negotiate partnership in the cities of Ottawa and Quebec however we recommend that the United States should be approached in an ulterior phase at a future date. SITUATION We, PM Consulting Inc were able to identify three specific phases of Ms Lilian Colpron business evolution. These are: 1. Liliane Colpron started her own business at the age of 30 years while having three children and being divorced. She started by negotiating a partnership with a French baker and she opened a little bread shop. She learned how to make and bake bread as well as how to package and deliver bread. Liliane Colpron owned this little bakery for twelve years and then she sold it when she was making sales of $1,000,000 per year. 2. Once the frozen raw bread dough was starting to be the new “it” on the market, Liliane Colpron decided to exploit this new...
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...Customer Relationship Management VSF This book is dedicated to my children Emma and Lewis of whom I am enormously proud. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2009 Copyright © 2009, Francis Buttle Published by Elsevier Ltd. All rights reserved. The right of Francis Buttle to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax: ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/ permissions, and selecting Obtaining permission to use Elsevier material. Notice No responsibility is assumed by the publisher for any injury and/or damage...
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...1.0 INTRODUCTION What is Strategic Human Resource Management (SHRM)? According to the Chartered Institute of Personnel and Development (2015), strategic human resource management (strategic HRM, or SHRM) is an approach to managing human resources that supports long-term business goals and outcomes with a strategic framework. The approach emphases on longer-term people issues, matching resources to future needs as well as macro-concerns about structure, quality, culture, values and commitment. It is necessarily dependent on the evolving nature of work itself. As mentioned by Stone (2013), because human resource management (HRM) seeks to strategically integrate the interests of an organisation and its employees, it is much more than a set of activities relating to the coordination of an organisation’s human resources. HRM is a major contributor to the success of an enterprise because it is in a key position ‘to affect customers, business results and ultimately shareholder value’. Stated by Gratton (2000), ‘The new sources of sustainable competitive advantage available to organisations have people at the centre – their creativity and talent, their inspirations and hopes, their dreams and excitement. The companies that flourish in this decade will do so because they are able to provide meaning and purpose, a context and frame that encourages individual potential to flourish and grow’. Stone (2013) mentioned that HRM is either part of the problem or part of the solution in...
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...Doctor Shortage Impacts Rural Areas Jean Larsen Senior Project Kristi Hund March 1, 2011 Abstract The United States is experiencing a substantial shortage of physicians, which is creating a severe supply and demand problem in America. Citizens living in rural areas should receive the same quality of care as those living in urban settings. Substantial differences exist in quality and access to health care for persons living in rural America. The shortage of physicians in rural America calls for immediate attention and change, as the inadequate supply of physicians is affecting the quality of patient care. The life expectancy of persons living in rural America is actually declining due to treatable conditions such as diabetes, cancer, heart disease and chronic obstructive pulmonary disease. These illnesses could be managed with proper medical treatment. This paper addresses these issues and recommends two solutions. Healthcare is in crisis in many countries, not least of which is the United States. We hear on the news how health care providers are unable to provide medical care to an increasing number of chronically ill and the aging population. There are a number of systemic failures, none is more difficult to correct than the basic lack of human resources. There are simply not enough physicians to service the needs of the population. The problem is intensified in rural areas, where specialized physicians may not be found within several hundred miles. The healthcare...
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