Traits of a Functional Manager Essay Example for Free

Traits of a Functional Manager Essay A managers role in any organization is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively. (Jones,2011,pg. 4). Now that we have all of the hoopla out of the way and we have a word for word description of what management is, we will now discuss exactly what a managers role is as far as the employee goes and then maybe touch on what a manager should do, and how he should act to be effective. Management of 25 years ago has changed drastically throughout the years. Management, especially upper management, ruled the roost and usually had a reputation for being feared or somebody who could administer discipline with no remorse. This is the management of long-ago. Even though we describe the role of the manager in a typical organization today, there are still certain traits that a manager should have and with these traits a manager will excel in applying the four functions of management. A managers role in a company or organization is spelled out above, but in laymans terms a manager is expected to directly control or lead employees by example and organization to make sure that the job is done right. This would include directing certain employees or subordinates to make sure there is plenty of material available to aid in production of a product. A manager must also make sure that an employee running the machine has the raw material available and that the machine is set up within specs to put out a salable, prime product. After the product is manufactured a manager must also make sure that the product is delivered to either the next process, quality inspection, or shipping. This will depend on the type of product being made and exactly what is being produced. A manager is also required to make sure that the hours of the employees are accounted for and remunerated accordingly. Depending on what type of management, a human resources manager would be concerned with making sure that the organization has employees that are correctly skilled to the right level to aid in the manufacture of the organizations product. A manager can have many roles in an organization, this is why there are different levels of management ranging from first line managers, middle managers, top managers, and the CEO or owner of the organization. If all the management and employees work together as one, an organization or company should run like a well oiled machine. One of the traits that I think that a manager should possess and will excel him at his job is agreeableness. In order to be a decent manager you must be high on the level of agreeableness. If you attain this level you will be well-liked, and get along very well with others including other managers. This would be a big plus while maintaining the four functions of management. In the planning stage of any project is definitely a lot better to deal with people if you had a question concerning that project. People will be more apt to talk with you in depth about planning a project or even a company from the base stages and so on if you were a likable person. If you werent well-liked, well I know if I dont like somebody I am very less likely to even talk with the person let alone answer questions in depth. Thats just plain old psychology 101. In all stages of business management you are a well-liked person that people like to talk to, the organizing, leading, and controlling of employees and resources in any organization will flow like water. The reason for this is in all the stages of management there are other employees and even other managers that you will have to deal with in order to organize, lead, or control a situation in the organization. It is much better to deal with these people with a happy face as the text states, The great leaders of tomorrow realized that putting on a human face and communicating with their employees isnt easy if you have a reputation as a subdued, distant or intimidating person. (Walmsley,2003,para. 8). Another management trait that is way up there in my opinion is conscientiousness. This is the tendency to be careful, scrupulous and persevering. (Jones,2011,pg. 80). Of course this is what the text says but how I would describe it would be a person who sees the job through with a keen eye for detail and organization. Managers who have a high level of conscientiousness are a big plus for any organization due to the fact that any tasks that are given to them will be seen through completely to the end with meticulous detail. In the four stages of business management, conscientiousness would be a plus for every stage individually. The planning stage goes without saying because a person who is meticulous and pays attention to details will leave no rock unturned when it comes to planning any stage of an organization. This rings true in the organizing part of management also. An organized manager is one who will have all his ducks in a row, that is knowing exactly where every timecard or order form is. He will know every step of the production process and make himself available. Being very scrupulous according to definition is a big plus in any organizing tasks. In leading employees, a manager should be very careful in how they make statements or handle employees. The careful part of the definition would take care of this to a T because in being a manager one must always be careful when dealing with employees or subordinates due to the fact that you never really know whats going on in another persons life. Body language and demeanor can be read but being careful what you say or how you lead will get the job done. This would be the same instance in controlling the situation and organization, whether it be a person, subordinate, or even another manager, if you are careful how you attack the situation you will surely persevere. The final trait that I would like to propose that all management should possess is extroversion. If a person is highly extroverted they have a tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. (Jones,2011,pg. 47). In other words a person who is an extrovert or has a high level of extroversion has a tendency to be outgoing, friendly, and socially forthcoming. He would be the one you would like to talk to a party, but in the same instance he would also be the one you would like to discuss a work related problem with. Communication is the horse in which all extroverts ride. He is a manager who will be there when he is needed and even discuss personal problems when queried. A manager who is highly extroverted will be a highly skilled communicator, capable of problem solving. Extroverts dont necessarily have to be intelligent due to the fact that upper-level extroversion is based on positive emotions and moods. Extroverts will also exhibit a high level of agreeableness due to the fact that they are usually well-liked. In regards o the four functions of management, the extrovert would probably be the first one to the management planning meeting and have nothing but great things to say as the outcome. An extrovert will be the first one to congratulate you on a job well done. He would be the one that brought a boost to the moods of anybody else in the meeting. Even though an extroverted manager may bring light to different situations when it comes to social interactions such as meetings or company dinners, they may or may not be organized but in my opinion they would have a high level of control over their subordinates or employees in which they manage. An extroverted manager would be a great leader because of their feel-good attitude and positive emotional imprints. They would definitely possess traits that people would follow and in turn would disperse a feeling of satisfaction with the job. And according to many texts but primarily Singh Ashish, Satisfaction with job has always been an area of concern for both practicing managers and academicians, primarily because of the reason that job satisfaction significantly affects major organizational outcomes, such as individual performance, organizational productivity, employee absenteeism and employee turnover. (Singh,2011,para. 1) This sounds like a very positive reason to have someone capable of spreading a high level of job satisfaction. There are many other personality traits that would be positive in a managers role. Even though we describe the role of the manager in a typical organization today, there are still certain traits that a manager should have and with these traits a manager will excel in applying the four functions of management. Other than those described previously, self-esteem, locus of control whether by internal or external and openness to experience are a few that, depending on which side of the scale you are on, would be positive as a manager trait also. The three that I feel are the most relevant are listed above as agreeableness, conscientiousness, and extroversion. If a manager possessed all three of these traits, some in moderation of course, I would for sure have a tendency to hire him or her as fully competent in fulfilling the job of a management position.

The Role of a Midwife in Domestic Violence Cases

The Role of a Midwife in Domestic Violence Cases Domestic violence and public health The role of the midwife. Why is domestic violence a public health issue for midwives?The latest triennial maternal mortality report (CEMACH, 2004) reveals that for the years 2000-2002 eleven new mothers were murdered, within six weeks of giving birth, by their partners. The report highlights that domestic violence is a risk factor for maternal death from all causes. In this report 14 percent of all the women who died had declared that they were subjected to domestic violence. This translates to 51 women in England, Wales and Northern Ireland over the three year period. If progress is to be made in reducing maternal mortality careful note needs to be taken of all the risk factors.   Risk assessment is currently a means by which the type of care received by the woman in pregnancy and labour is determined. This midwifery role is already well established for antenatal and intrapartum care. Epidemiology Domestic violence has a high prevalence. Crime figures for a single day, 28th September 2000, were obtained and publicised form British police forces. On that day there were 1 300 calls to the police reporting domestic violence. Extrapolating from this there is an incidence of domestic violence every six to 20 seconds. Most of the victims are women. According to Home office figures two women die in Britain each week from violence by either their current or their previous partner (Mirrlees-Black, 1999). A study in London found in a sample of women on antenatal and postnatal wards a 23% lifetime experience of domestic violence. Three percent of these women were encountering domestic violence in the present pregnancy (Bacchus, 2004). The impact of domestic violence What constitutes domestic violence varies tremendously. It does not have to be physical violence. This is problematic. Collection of statistics is hampered by the blurring of the boundaries between the abuse severity. Whilst it can be agued that no level of abuse is acceptable some distinction needs to be drawn. Pregnancy may act as a trigger for domestic violence; it may start at this time or change in nature sometimes becoming mental rather than physical but sometimes being more focussed on blows to the abdomen. The puerperium is a time of particular vulnerability (CEMACH, 2004). The high prevalence of domestic violence impacts economically on society. The costs of dealing with 100,000 women seeking medical help annually due to domestic violence and the fact that of applications for shelter on account of homelessness 17 per cent are caused by domestic violence may be costing London alone approximately  £250 million each year. Support systems are overstretched; there are 7 000 women and children looking for places of safety every day (Seymour, 2001). Physical violence to a pregnant woman increases the risk of miscarriage, premature labour, low birth weight and intrauterine fetal death. Domestic violence may increase the likelihood of a pregnant woman smoking, drinking alcohol or taking drugs with deleterious effects on the pregnancy and fetus. Domestic violence is associated with depression and suicide attempts. Trauma to the abdomen incurs risk of life threatening placental abruption, rupture of the uterus or other internal organs in addition to the fetal risks. Women incurring domestic violence are less likely to be able to access antenatal care, many book late and a significant proportion not at all. They have problems accessing care and often default on visits, change addresses and have no reliable means of being contacted. Often the partner will exercise stifling control over them and accompany them during visits to the midwife, answer questions for them and remain present during examinations (Mezey, 2002). Initiatives to address the problem The Department of Health’s National Service Framework (2004) for Children, Young people and Maternity Services states the importance of identifying victims of domestic violence and includes pointers for recognition and action during pregnancy and recommends that staff should be aware of the importance of these aspects. Some emphasis is put on the supportiveness of the environment and the sensitivity of the enquiry about the abuse. The Government has looked closely at the issue of domestic violence (The Government’s Proposals on Domestic Violence, 2003). Parliament has legislated via the Domestic Violence, Crime and Victims Act 2004. This has extended police powers of arrest for common assault under the Police and Criminal Evidence Act 1984. This has had some effect with a dawn raids to intercept offenders (Bird, 2004). Dimond (2005) argues that to really tackle the issue of domestic violence people in general must become involved and this includes health care providers. It is already the case that following an assault which leads to miscarriage the offender can be charged under s.58 of the Offences against the Person Act 1861 (Bristol Evening Post, 2004). Where the assault leads to premature delivery from which the child dies the charge is one of manslaughter. The Home Office is taking the lead on behalf of the Government on this issue. Specialist domestic violence courts are planned. In Leeds it is pil oting a Domestic Violence Cluster Court. The aim is to make the process of dealing with the perpetrators faster and to make custodial sentences longer. In 2000, the Department of Health advocated routine questioning of pregnant women about domestic violence. The Royal College of Obstetricians and Gynaecologists, the Royal College of Midwives and NICE all requested that this should happen. In a position paper in 1999 the Royal College of Midwives recommended that abuse be recognised and documented and also that such women should be given information to choose for themselves what to do.   It is recognised that it is important for a woman to be able to find the help that she needs when she is ready (Smith, 2005). Whilst the woman can be assured of confidentiality it is important that the extent and limitations of this are made clear. For instance if she already has children and there is a risk that they may suffer domestic violence then confidentiality will have to be broken. If there is a real danger to the fetus once it is born then again the confidentiality between the woman and the midwife will have to be broken. Up until the moment of birth the fetus does not have any right of its own in law. In Wales and in Bristol there have been significant projects to screening pregnant women for domestic violence and following through the positive answers. There have also been initiatives in Leeds and also in London. A study done in Bristol (Salmon 2004) and funded by the Department of Health showed that where midwives were trained to ask about domestic violence more women disclosed it. Midwives wanted further training and without this only 10% of midwives would ask about domestic violence by choice. Midwifery training in asking the question increased midwives’ confidence in this area(Baird, 2005). The Bristol research was important to determine the impact of the routine questioning about domestic violence on midwifery education. The multi-agency involvement of the work and education was apparent. A vitally important aspect of the work on disclosure was talking to the woman alone, specifically without the presence of her partner (Merchant, 2001). The question is unlikely to be of benefit if the woman is not asked alone or if there is no effective follow up (Ward and Spence, 2001). Sometimes the only time the abusive partner will allow the woman to be alone is when she goes to the toilet. Therefore posters must be available in this location detailing contact numbers of women’s refuges, social services, victim support etc. Information can also be pre-printed on maternity records so that if a partner sees it it is obviously not aimed specifically at that woman and she is then not likely to suffer further abuse on account of him seeing the information. Another aspect, which might be considered, is to have in the women’s toilet a poster indicating that if the woman is being abused she may mark her routine urine container in some way that alerts the midwife but no one else that she is in danger from domestic violence. Women from ethnic minorities where English is not spoken by the woman pose particular difficulties. It is important to use an inte rpreter who is not a family member. The Bristol study was a pilot to inform about education needs of midwives when asking about domestic violence. It was not designed as a study to gather evidence about whether it is effective to promote disclosure and whether subsequent information and support giving is beneficial in reducing the problem. London based initiatives Mezey studied 892 pregnant women at St George’s Hospital, south London. Midwives were trained to ask the question about domestic violence. Women were more likely to admit to domestic violence when directly questioned about it. Women’s fears of loss of confidentiality or that their children might be removed from them hampered disclosure. Some midwives found asking the question was distressing and some feared reprisal from the woman’s partner. It was clear from the study that midwives cannot tackle this problem alone. Considerable back up from other agencies is vital and all agencies must work together. The strengths of the work and initiatives so far include the understanding and acceptance that whilst midwives play a pivotal role in this opportunity to screen women for domestic violence they cannot tackle the problem alone. It is accepted that training of midwives can enhance the percentage of women abused who disclosure this. Other strategies around enhancing disclosure also have a positive effect. To be critical the major weakness of the initiatives is that they are not of proven benefit. Statistics are always going to be difficult to collect in this area. Concentrating on this problem may be detracting from other important midwifery aspects and studies have not addressed this aspect. Training given to midwives has not been universal and the wider aspects of continuing professional development and training of other members of the multi disciplinary team have not been set up. Just admitting to domestic violence does not mean that the woman’s life is going to improve. To bring the problem out into the open may upset the woman’s family and result in isolating her from them both physically and emotionally and in some situations may do more harm than good. A targeted approach needs to be fostered and work needs to be done to evaluate how we can spot the domestic violence cases where intervention would really make a difference. It is doubted whether this is a midwifery role since skills within the field of criminology would seem appropriate. What improvements could be made? A recommendation of the 2000-2002 maternal mortality report (CEMACH, 2004) is that midwives require adequate training both pre registration and as continuing professional development to ensure that they can effectively assess women who suffer domestic violence. A further recommendation is that all pregnant women should be asked if they suffer domestic violence presently or previously (but that the question be deferred until midwives have received the relevant training and multidisciplinary support services are in place). Asking about domestic abuse is generally done poorly in social history taking (Foy, 2000). The most difficult part seems to be the midwife asking the question about domestic violence (Scobie and McGuire, 1999; Price and Baird, 2003; Mezey et al, 2003). The default position would seem to be that they midwife is reluctant to ask and the patient feels unable to talk about it (Ashton, 2004).   The educational aspect is important. Both theory and practical skills are involved. The work around domestic violence is multidisciplinary and multi-agency and clearly this needs to be reflected in the midwife education and continuing professional development courses (Baird, 2005). There needs to direction from the nursing and Midwifery Council and the Royal College of Midwives about what the training will consist of and what comprises the required level of competency. Education should be of proven benefit to practice. The reluctance to answer the question is not supported by women being offended; generally they accept it (Price, 2004). Approximately 90% of women asked are in favour of being asked (Leeds Inter-Agency Project, 2005). On average a woman will suffer domestic violence 35 times before she contacts the police. This is of concern and highlights the degree to which women are trapped in the violent situation. Factors within themselves, for instance fears of reprisals from the partner, compounded with a lack of confidence in the police, social services and the legal system contribute to this problem. Pressure cannot be put on the woman to leave the violent situation (Bewley C and Gibb, 2001). Initiatives aimed at these problems are needed. How midwives can be involved in this public health initiative Thirty percent of domestic violence towards women starts whilst they are pregnant (CEMACH, 2004). Asking all pregnant women about domestic violence as a routine question has advantages over asking only a selected group, for instance; it helps with the changing attitude to domestic violence; it helps women feel they are not being picked on and it is lees likely to jeopardise the safety of an abused woman (Tacket, 2004). The key areas of involvement of midwives to best support these women include; Asking all women directly whether they have been domestically abused and facilitating disclosure Documentation and allocating those with positive responses to high dependency care Giving information to affected women thereby enabling them to access specialised help Supporting women when they are making a change away from the violent situation Inter-agency working (Hepburn M McCartney, 1997) Peer review Midwives do agree with the concept of questioning pregnant women about domestic violence and approximately 80% also agree that it should be the midwife who does this (Price, 2004). However in clinical practice only about 60% are happy about asking the woman this question (Price, 2004). The reasons the midwives gave for these problems were practicalities such as a lack of time or lack of staff or difficulty getting privacy with the woman and personal problems with asking the question (Leeds Inter-Agency project, 2005). ConclusionWith the increased awareness and increased stance of non-acceptability of domestic violence it is to be hoped that people in general will have a common awareness about how they can seek help. Pregnancy is still going to be a vulnerable time from the point of view of the physical stage of mother and fetus and the fact that such a high percentage of abuse situations develop during pregnancy. Midwives are therefore still going to be pivotal in this area. Another important aspect from the midwifery point of view is that a woman may be better motivated to make a change to her situation whilst she is pregnant. Perhaps the role of the midwife in aspiring to solve the problem of domestic violence will be moving away from just asking the question and giving information (since women will largely already have this knowledge) towards encouraging the woman to make a change that really is for the better. It should be recognised at this stage in time that greater challenges lie ahead and we should plan for them now.   ReferencesArticles Aston G The silence of domestic violence in pregnancy during womens encounters with healthcare professionals. Midwives 2004 vol 7 no 4 April Bacchus L Domestic violence and health. Midwives 2004 vol 7, no 4 April 2004 Baird K, Salmon D and Price SLearning from the Bristol Pregnancy and Domestic Violence Programme British Journal of Midwifery, November 2005, vol 13, no 11 p692-6 Bewley C and Gibb A MIDIRS Midwifery Digest 2001 vol 11 no 2 183-187 Bird S Police hold 150 in domestic violence raids. The Times8 December 2004 Bristol Evening Post 18th December 2004, report on Nycoma Edwards. Dimond B Protecting victims of domestic violence. British Journal of Midwifery February 2005, vol 13, no 2 p105 Foy R et al Antenatal detection of domestic violence. The Lancet 2000 vol 355, p1915 Hepburn M McCartney S Domestic Violence and Reproductive Healthcare in Glasgow. In: Bewley S Friend J Mizey G (eds) Violence Against Women London: RCOG Press, 1997: 233 Leeds Inter-Agency Project (2005) Health and social care project report: promoting good practice in health service responses to women and children experiencing domestic violence Marchant S Davidson L Garcia J et al Addressing Domestic Violence through Maternity Service-Policy and Practice. Midwifery 2001 vol 17 164-170 Mezey G Bacchus L Haworth A et al Midwives’ perceptions and experiences of routine enquiry for domestic violence. Br J Obstet Gynaecol2003 110: 744–52. Price S Routine questioning about domestic violence in maternity settings. Midwives 2004 vol 7, no 4 April   Price S and Baird K Domestic Violence: An audit of professional practice. Pract Midwife2003 vol 6 no 3 15–8 Salmon D Baird K Price S et al An impact evaluation of the Bristol Pregnancy and Domestic violence Programme to promote the introduction of routine antenatal enquiry for domestic violence at North Bristol NHS Trust 2004 www.northbristol.nhs.uk Scobie J McGuire M The silent enemy: domestic violence in pregnancy. British Journal of Midwifery1999 vol 7 no 4 557–62 Seymour J Pregnancy No Protection From UK Epidemic Of Domestic Violence. 1st November, 2001   Panos-UK/1 http://www.panos.org.uk/global/featuredetails.asp?featureid=1039ID=1005 Smith N Training is vital to domestic abuse screening. British Journal of Midwifery Nov 2005 vol 13, no 11 p676 Ward S and Spence A MIDIRS Midwifery Digest 12, 2002; Supplement 1, S15-S17. Papers Mirrlees-Black C Home Office, Domestic Violence: Findings from a New British Crime Survey Self-Completion Questionnaire, London, 1999. Royal College of Midwives (1999) Domestic abuse in pregnancy: Position Paper 19a (London: RCM) Reports CEMACH Why Mothers Die. Confidential enquiry into maternal deaths 2000-2002. RCOG press 2004. London   Department of Health (2000) Domestic violence: a resource manual for health professionals. 2000 London: Department of Health   Ã‚   Department of Health (2004) National Service Framework for Children, Young People and Maternity Services: Part 111 Maternity Standard (London: Gateway ref. 3779) Taket A Tackling Domestic Violence: the role of health professionals. 2004 Home office Development and Practice Report 32 The Government’s Proposals on Domestic Violence. Home Office Safety and Justice: June 2003 Home Office;http://www.domesticviolence.gov.uk Websiteswww.doh.org.ukwww.rcm.org.ukwww.rcog.org.uk

Training And Development At Pizza Hut Management Essay

Training And Development At Pizza Hut Management Essay This report is based on Pizza Hut restaurant located in West London, and will focus on the front line employees, front of house staff i.e. waiters and waitresses. This choice was particularly based on our employment experience since July 2007, and substantial internal information based on training, policies and so on. In order to determine, which extent the organisation follows good practice, learning and development i.e. strategic or business led. Company background Pizza Hut is owned by the American Group Yums Inc, which is one of the largest pizza restaurant companies in the world in terms of both the number of outlets and the percentage of market share that it holds. The company oversees more than 11,000 pizza restaurants and delivery outlets in 90 countries worldwide. (Digica 08) Britains first Pizza Hut started taking orders 30 years ago in Islington, north London, and is now the leading pizza restaurant and delivery chain in the UK. The company has over 600 outlets, including over 370 dine-in restaurants and over 170 home delivery units, and it employs almost 20,000 people in the UK. (Digica 08) Company Vision and Business strategy According to the Pizza hut student information pack (06), the vision of the company is the following; To be the most loved and trusted restaurant brand in the UK Whereas the passion is, Great People, Great Pizza, Great Times Pizza Huts vision is the desired future state and aspiration, in which the head office of the firm is seeking to focus the attention and awareness on the whole aspect of the organisation (Johnson: 09:09). So that Pizza hut to have a respected and trusted restaurant brand, such as efficient operations, good quality food and provide great value for their external customers i.e. hospitality service. The company recognises that in order to achieve their long term vision, their employees should be well managed and developed, seeing that the service levels i.e. hospitality is delivered from front line staff, in which will have overall impact on the goals of the organisation and its ability to retain customers for continuous repeat business. Pizza Hut have developed an operational strategy, which is directly linked to how component parts of the firm help deliver effectively the corporate level strategies in terms of resources, processes and people (Johnson: 09:09). For example, Pizza hut have implemented the following strategy step to achieve their overall goals: Build people capability in order to Provide come back again service with A passion for product that will Drive sales and Maximise profit Moreover, Pizza Hut recognizes that in order to reach their business aims, the following principles are important to the organization: Customer Mania Belief in People Recognition Coaching and Support Accountability Executional Excellence Positive Energy Teamwork This increased emphasis on the restaurant employees is due to the fact the company had issues with a high number of staff turnover according to Management today (1998). In which the percentage was high as 160% and resulted in extremely low employee moral. So as a result, Pizza Hut became determined to transform their staffing policy in order to, Reach sales of  £600 million Satisfy 2.6 million customers a week Reduce staff turnover to 50% (Pizza hut student information 06) Compared to other recognised competitive fast food restaurants such as McDonalds, who are using a similar strategy to Pizza Hut. For example providing career opportunities that allow their employees to develop their full potential i.e. comprehensive training programmes enables a first job employee to progress through to a senior management position through merit-based promotions. Since traditionally, it has been difficult for fast food restaurants to retain staff for long term commitment (management article 1998). Hence Pizza Hut has followed McDonalds strategy, in order to motivate staff and increase productivity so that profits are maximised. (Times 100 case study) Strategic and Business led Barham (et al: 1988) states they are two terms; Strategic Human resource Development (HRD), in which arises from the organisations vision about what its business should be; the abilities and potential of its people; and the options available within a given time period to help it grow and prosper Business-Led HRD is a response to the changing business needs of the organisation, thereby improving its capability to achieve its business goals Therefore, it can be established that the vision and strategy of Pizza Hut, according to Barham et al is (1988), is strategic and business led. For example the organisations vision statement indicates how they wish to be perceived by the members of the public, plus the potential and abilities of its employees and giving them opportunities to develop. Moreover the business is responding to the changing needs i.e. reducing staff turnover. Staff turnover is a business risk, Pizza Hut have identified the problem and minimized the ways in which it affects their restaurants through a structured staff management programme, in which this report will further investigate. Taking into account, that staff turnover has a negative impact on businesses in competitive market which Pizza Hut operates in. Especially when team members are key to its success and continuity because the level of hospitality service will determine the rate of repeat business, employee may leave if they are demotivated, by not being treated right by line managers for not being trained to cope with rush hour periods and may lose self confidence and ability. Consequently, retaining staff and treating them fairly has benefits for the business. Continuity and stability become part of Pizza Huts culture, and staff feel they belong to the organisation and take pride in their work. Skills and competencies are maintained in key business areas and productivity is often increased. On the whole Pizza Hut approach to learning and development is in line with CIPD (09) survey which, states 50% of organisations are integrating a leaning and development culture across organisation, i.e. Beliefs in people, coaching and support have become important principles to Pizza Hut. Training and development approaches Barham (et al 1988) identified three different training and development approaches which are the following: Fragmented approach where training is not linked to organisation goals, and also be perceived as a luxury or a waste of time Formalised approach -training is gradually being linked human resource needs Focused approach training is regarded as competitive weapon and is linked to organisation strategy and goals. In Pizza Hut, all new recruits joining the restaurant are sent on a initial induction programme, in which the company introduce new recruits to their job position, their team and the workplace and the organisational background i.e. business values. Secondly, it helps them establish positive relationships between the employees by building their commitment to its visions and goals i.e., Being the most loved restaurant brand and providing great service for customers. (Harrison 09:163). Furthermore, Pizza Hut emphasises the importance restaurant quality assurance system known as CHAMPS which is based on customer expectations of cleanliness, hospitality, accuracy, maintenance, product quality and speed of service. For instance McDonalds (times100 09) success is also built on the highest standards of quality, service and cleanliness delivered to customers in each of its restaurants. Therefore well trained employees at Pizza Hut are the first steps to achieving these standards in every single restaurant. In addition to, CHAMPS philosophy, the company will issue Full service restaurant team member workbook to record on going progress and achievement during on going training at Pizza Hut by using specifically designed questions aimed at testing the following areas. Menu knowledge -i.e. listing the toppings on BBQ deluxe pizza Salad station setting temperature, shelf life of certain goods when opened, how often certain items needs replenishing etc System cash handling how to cater for customer needs i.e. changing toppings on the server till. Procedures for processing credit card and cash transactions especially since each members are responsible for cash shortages. Health and Safety handling hazardous substances, sharp objects, eliminating obstruction in the restaurant floor. Operating machinery i.e. oven in a safe manner and so on. Other fast food restaurants, McDonalds are also using similar approach to Pizza Hut, all their new employees have an initial training period in which they are shown the basics and allowed to develop their skills to a level where they are competent in each area within the restaurant. Also similar to Pizza Hut strategy they will also attend classroom-based training sessions where they will complete workbooks for quality, service and cleanliness. (Times100) Following the induction, mentoring is carried out. In Pizza Hut employees go through a three hour on the job training and are partnered with a recognised expert trainer. Mentoring has been defined by Garvey (2008:8) as a process in which a person carries out a councillor and a friend to help support them in the workplace by familiarising with its customs and processes. The focus is centred on the individuals and raises business awareness like hospitality service, reducing speed etc. Harrison: 09:170 In addition to being assigned to a mentor, on the job training helps new employees gain experience and retain more knowledge and experience regarding the companies key competence areas i.e. storing order details on the server till. Also the initial on the job training partner is flexible and more informal based to reduce pressure and help encourage confidence in the new employees ability to perform. For the reason being 56% of learning training development professionals consider on the job training of front line employees as an effective way to become accustomed to the workplace. (People management 06:10 article) Lastly when the restaurant manager is satisfied with the progress, the employee will be assigned to an ongoing personal Host Training Workbook which is an educational material aimed to enhanced level of professional knowledge and broadening the restaurants awareness i.e. hospitality service in a fast moving environment. The training workbook introduces the following vital aspects of key competences: Communication skills importance of excellent communications skills for customer interaction as well with management and team members Interacting with all types of customers, generating a personal conversation with customers at the door Communications with other team members and management to ensure accurate wait times are quoted and ensure effective table turnover Keeping up to date with team room communications, awareness of CHAMPS and Customer Mania Knowledge informing customers of deals that are appropriate i.e. family deals and also being able to describe whole menu be able to manage queues using the restaurant utilisation tools using service recovery to customer issues at the door are effectively resolved or communicated to the deputy manage Attitudes/Behaviour Building rapport with customers Communicating effectively to establish customer needs Demonstration passion when explaining meal deals Prioritising effectively, getting most important task done first Being proactive when problems on shifts are identified (Harrison 09:163). (Internal Host training workbook 09) These are the key attributes restaurant managers look for in their employees, according to CIPD(09) survey indicate 79% employers value interpersonal and 74% regard communications skills as most important for recruitment. For that reason on going host training programme allows employees to acquire and develop these skills further i.e. product knowledge, experience in dealing with difficult customer etc. Especially since this is vital for the hospitality environment. In addition, all front line employees are not limited in scope since everyone gets the opportunity to progress further to management level, since 75% trainee managers start out as team members indicating a successful transition. Employees are selected by demonstrating great potential such as outstanding selling skills, commitment to CHAMPS plus recognition from other support managers, in order to be recommended for them to be selected management trainee programme. The management trainee program involves dedicated management training centers; this involves taking part in various workshops on subjects ranging from business management to leadership. (Pizza Hut 09 website) From the information given we can see that Pizza Hut have adopted a focused approach to training and development, as training is an ongoing process in the organisation and is a requirement for the organisations survival in a competitive and ever changing environment. The focused approach is also linked to individual needs as well as the organisations. Pizza Huts approach to training and development is also competitive as it operates in a demanding market and needs to provide a service to its customers which equals or surpasses its competitors level of service. This could help the organisation to gain the upper-hand in its market, by providing outstanding customer service and high quality products. Pizza Huts: organisation structure and culture Structure and culture of Pizza Hut restaurant will have implications for Human resource development, since they are closely linked. HRD determines the effective fits in provision in the organisation. According to Handy (1985) recognised four following, organisational structure culture models: The Pyramid often viewed as a stereotypical large bureaucracy organisation, in which the overall decisions are managed from the top layer. Secondly, the layers consist of a defined hierarchy of functions where the communication is based upon rules and procedures i.e. banking and insurance, hospitals etc. The net matrix involves individuals and resources bought together simultaneously due to a project to certain standards and time constraints. Individuals are flexible skilled and expert in their field. However teams are disbanded when the project is completed. I.e. construction firms, large consultancies etc. The galaxy consists of independent, highly qualified who pursue their own professional and career interest within a supporting infrastructure of resources and administration. Plus there is limited control of mechanism and management hierarchy i.e. lawyers, GP practices etc. The web and power these are known to exist in small entrepreneurial organisations and family businesses. Activities are relied on trust, empathy and personal communication. A group of people or senior individuals exercise power and influence. These organisations are highly competitive and survival is difficult due to economic influence in which employee who handle pressure thrive. Pizza Hut structure and culture fits in with Handy C (1985) The web structure and power culture. As pizza huts decisions are mainly undertaken at the top of the organization i.e. the head office instructs and gives feedback on the CHAMPS standard in the restaurant which directly reflects the front line employees service level, indicating the head office balance of power according to restaurant general manager (RGM) . In addition development is also related to training objectives, which benefit the business and the individual employees, for instance areas for improvement where staff can reduce the time for delivering meals to tables, interact with customers more often so that business CHAMP standards are satisfied and increase the customer repeat business in the process. Moreover the organisation moves very rapidly and change are dealt quickly i.e. new products in menu require employees to quickly adapt different techniques and learn promotions i.e. Christmas menus, learning to make s moothie drinks, using new coffee machine, preparing new desserts etc as soon as they are introduced. Secondly, the environment Pizza Hut operates is highly competitive i.e. Nandos, McDonalds etc as well being very sales based, because the head office sets weekly sales target, and if sales target are not met, this results reduction in working hours for front line employees (RGM 09). Therefore to ensure survival in the demanding market, employees rely on each other by working together to balance the workload i.e. communicating personally, building trust and delivering a service which will help increases customer satisfaction and reduce complaints, especially since the nature of the environment is fast driven. So that Pizza Hut Hayes can retain customers to increase their revenue in long term and ensure survival in difficult economic times. Handy, C (1985) Added Value and Horizontal integration Added value is to add to the organisations capability to achieve its goals for example producing results that enable Pizza Hut Hayes to react well to challenges and threats i.e. competitors , it is also over and above the cost of the initial investment of Leaning and development (LD) (Harrison, 2009:359) In Pizza Hut Hayes, the CHAMPS quality assurance systems is the driving tools towards the operations standards into the restaurant and help deliver the business added value. This is because the head office implemented policies are centered to meet customers requirements hence the long term vision to be the most loved and trusted restaurant brand in the UK, This is achieved by employees being trained to maintain salad bar products to quality standards, contributing to restaurant maintenance, consistently delivering and correct orders. Whereas, Customer Mania and How we win together (HWWT) philosophy coexist with the CHAMPS system. These are the attitude and behaviors used for delivering basic standards by employees, in order to deliver, a positive attitude in a fast moving fast food environment. For example by demonstrating commitment and taking accountability for understanding customer needs, collaborating with other colleagues to deliver the smooth running of the restaurant. Otherwi se service will lack consistency and business will not reach their strategic goals (Appendices 1 -USE PPD PRINTS) To measure the consistency and effectiveness Pizza Hayes employees competences and overall restaurant service, head office will use a mystery shopping programme that collects information against customer expectations using the CHAMPS criteria. In which the results of the survey are fed back to restaurant. So that RGM can use the feedback and compare Hayes against other West London Pizza Hut branches and take necessary actions to meet CHAMPS targets and add value by achieving its goals set by theà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. (Management today article) Horizontally integrated Performance Management In addition, value added is also linked to HR practices of Performance management of Pizza Hut Hayes, the business is horizontally integrated .For example CHAMPS, Customer Mania and HWWT criterions are integrated in all aspect of employee management and also identify what members of the restaurants are doing well and how they can improve to make sure the business succeeds. (Appendices) (Harrison 09:323) Ways in which this is done by: Induction all employees are made aware of performance requirements established in the framework i.e. Speed, Hospitality, Product quality etc Job related training the RGM will agree on the support required for the individual to achieve performance levels i.e. improve interaction with customers so they feel welcomed, taking additional responsibilities i.e. handling telephone orders for multi tasking, improving selling skills by up selling desserts and so on. Appraisal- feedback is given by the RGM on how employees perform to Pizza Hut CHAMPS and Customer Mania standards. Secondly both the RGM and employee agree on key targets to help improve development areas i.e. further opportunities for improvement. Personal development employees are consistently working towards the core competence framework, this helps employees expand performance i.e. speed of service, product quality, good hospitality service and creating good relations with customers and employee members. This helps the business and keeps employees committed and motivated. Recognition and rewards- all employees are recognised for their efforts for achieving CHAMPS standards, this because with mystery shopping programme individual employees are scored against the CHAMPS criterion and moreover RGM will use feedback from other senior members, and reward employees by giving them certificates, vouchers etc. Whereas customers have also traditionally rewarded employees by giving them tips for delivering excellent service in which the restaurant does not profit from. This is used as a personal motivation and incentive to follow the CHAMPS standards. This satisfies restaurant because customers will repeat business and employees will remain committed to the core competence framework. (Harrison 09:162) (Appendices) Overall, the policies adapted for performance management in the restaurant are identical to Rebecca Johnson (99) report where front line employees based in a hospitality industry i.e. hotels were given performance initiatives, such as being equipped take greater responsibilities similar to Customer Mania and CHAMPS competence and that feedback was measured through a tracking system, in order to determine whether employees performance is adding value to company and customers. This is because adding value helps Pizza Hut Hayes to be competitive and create loyal customer base and therefore performance management is carried out for individuals every six months. (RGM) Vertical integration Vertical integration involves integration LD strategy with business strategy at corporate and business unit levels and aiding performance managements, LD at operational and individual levels (Harrison 09:323). Since the focus of report is based on the operational level i.e. front line employees who are all provided with an expert workbook to record their progress and have individual targets. In which the head office, corporate level have adapted the policy of developing people capability. Moreover career planning for individual has been quite significant since 1998, 75% employees are internally promoted to management level. For example employees are supported and developed to their full potential by using programmes such as the Expert training programme, as well as the Developing Champions training programme for all levels of restaurant. This also highlights the successful nature training and development being continuous in the operation site Pizza Hut PDF (07) Recommendations: There are a number of recommendations which we have thought of that may benefit Pizza Hut. Firstly we considered most important was to offer internal promotions to staff, as this may help to reduce staff turnover on a whole. They should also have a more formal training program for their waiters to deal with the fast moving environment and they should also have team training exercises as it will help them perform better with a heavy workload. In addition they can improve further by asking customers what they want and what is important to them. We also recommend that there should be continuous development for the organisations strategic capabilities and the specific, personal capabilities of individuals and teams in order to add value.

Educacional Video Games :: Education, Classrooms

In recent years the video game market has been rising. With the new advancements with technology the limitations are slowly disappearing, what was once unimaginable is now possible. Today’s youth is playing video games for enjoyment more than ever before. The market has even started making its way into classrooms, in the form of instructional mediums. These games are specifically made to increase knowledge and skills, some are even meant for enjoyment but double as educational. The marketers of video games have picked up on this fact and have been working on making more suitable games. There are many different aspects of this new technique of teaching that still needs to be discovered. There are many different reasons as to why educators are supplementing games into their classrooms. Simpson & Clem (2008) stated that the reason as to why this generation learns differently is because they have grown up in a digital world. This has influenced students to learn and think differently than the previous generations. Simpson (2006) stated that 92% of children between 2 and 17 play video games. Also stated is that video games are used on a daily basis in children’s lives. Gordon (2010) wrote that students are lacking motivation to learn, causing them to fail state tests. Also stated by Gordon students were more engaged in class, practiced more skills, and completed their homework. As stated before students use video games in their daily lives, which is related to the way they learn. Simpson (2008) stated that students lean more if they are actively engaged. This in fact has been proven through an increase of test scores. According to Din & Calao (2001) wrote that students who had low focus were less focused when a teacher was teaching, and more focus when computers were used. Rice (2007) wrote that educational video games increase team building, experiential learning, and understanding of abstract concepts. As society, education, and technology change video games for educational purposes will be more prevalent in classrooms. The key to using video games in the classroom is proper implementation. Gordon (2010) gave tips as of how to properly implement games into a school environment. Also stated was that the right game must enforce what students need to learn and should be parallel to the state standards. According to Gordon (2010) there are many questions that need to be answered for proper implementation; these questions are who, what, when, and where. Educacional Video Games :: Education, Classrooms In recent years the video game market has been rising. With the new advancements with technology the limitations are slowly disappearing, what was once unimaginable is now possible. Today’s youth is playing video games for enjoyment more than ever before. The market has even started making its way into classrooms, in the form of instructional mediums. These games are specifically made to increase knowledge and skills, some are even meant for enjoyment but double as educational. The marketers of video games have picked up on this fact and have been working on making more suitable games. There are many different aspects of this new technique of teaching that still needs to be discovered. There are many different reasons as to why educators are supplementing games into their classrooms. Simpson & Clem (2008) stated that the reason as to why this generation learns differently is because they have grown up in a digital world. This has influenced students to learn and think differently than the previous generations. Simpson (2006) stated that 92% of children between 2 and 17 play video games. Also stated is that video games are used on a daily basis in children’s lives. Gordon (2010) wrote that students are lacking motivation to learn, causing them to fail state tests. Also stated by Gordon students were more engaged in class, practiced more skills, and completed their homework. As stated before students use video games in their daily lives, which is related to the way they learn. Simpson (2008) stated that students lean more if they are actively engaged. This in fact has been proven through an increase of test scores. According to Din & Calao (2001) wrote that students who had low focus were less focused when a teacher was teaching, and more focus when computers were used. Rice (2007) wrote that educational video games increase team building, experiential learning, and understanding of abstract concepts. As society, education, and technology change video games for educational purposes will be more prevalent in classrooms. The key to using video games in the classroom is proper implementation. Gordon (2010) gave tips as of how to properly implement games into a school environment. Also stated was that the right game must enforce what students need to learn and should be parallel to the state standards. According to Gordon (2010) there are many questions that need to be answered for proper implementation; these questions are who, what, when, and where.

The Economics Behind Climatic Change and Weather Predictions Essay

Weather forecasting can be defined in so many ways; one of such ways is the application of science and technology to predict the state of the atmosphere for a future time and a given location.† Although the concept of weather forecasting seems exciting weather forecasters are taken for granted; people fail to realize that they have so much to contribute to the economy. ‘’Is it possible by any means to make weather predictions beyond one or two weeks’’. According to Matthew E. Kahn it has been proven, atmospheric scientists reports of long range climate forecast that are among the best that they have ever had, been able to predict climate for up to six months in advance. Long-range forecasts are usually for a period greater than seven days in advance but there are no absolute limits to the time. While short-range forecast is a weather forecast made for a time period up to 48 hours. The long range forecasts still have their limitations despite its importance with the use of modern technology and improved techniques to predict the weather. For example, weather forecasts for today or tomorrow are likely to be more accurate than predictions about the weather two weeks from now. People seem to have a need to know what's going to happen farther in the future than the next few days. So some atmospheric scientists have developed diverse ways to give generalized outlooks of what to expect farther ahead. But, these outlooks are different in several ways from regular daily forecasts. Outlooks for the weather in the months ahead do not attempt to firmly say that places will be warm or cold, wet or day. Instead, the outlooks are in terms of how the odds of a place been hot or cold will be shifted. Finally i... ... Works Cited Craft, Erik. "Economic History of Weather Forecasting" .EH.Net,Encyclopedia, edited by Robert Whaples. October 6, 2001. URL http://eh.net/encyclopedia/article/craft.weather.forcasting.history Assessed, 10/21/2011 J.D .Selman and C. Dennis Campden â€Å"seasonal weather forecasting and the requirement of the food supply chain† http://www.slideshare.net/Bobtb/seasonal-weather-forecasting-and-the-requirements-for-the assessed 10/21/2011 â€Å"Accuracy of weather forecast in time.† http://www.timeanddate.com/weather/forecast-accuracy-time.html William Jack, â€Å"long range forecast have limitation† Weather, May 19, 2005 http://www.usatoday.com/weather/woutwhat.htm Assessed, 11/04/2011. The Economics Behind Climatic Change and Weather Predictions Essay Weather forecasting can be defined in so many ways; one of such ways is the application of science and technology to predict the state of the atmosphere for a future time and a given location.† Although the concept of weather forecasting seems exciting weather forecasters are taken for granted; people fail to realize that they have so much to contribute to the economy. ‘’Is it possible by any means to make weather predictions beyond one or two weeks’’. According to Matthew E. Kahn it has been proven, atmospheric scientists reports of long range climate forecast that are among the best that they have ever had, been able to predict climate for up to six months in advance. Long-range forecasts are usually for a period greater than seven days in advance but there are no absolute limits to the time. While short-range forecast is a weather forecast made for a time period up to 48 hours. The long range forecasts still have their limitations despite its importance with the use of modern technology and improved techniques to predict the weather. For example, weather forecasts for today or tomorrow are likely to be more accurate than predictions about the weather two weeks from now. People seem to have a need to know what's going to happen farther in the future than the next few days. So some atmospheric scientists have developed diverse ways to give generalized outlooks of what to expect farther ahead. But, these outlooks are different in several ways from regular daily forecasts. Outlooks for the weather in the months ahead do not attempt to firmly say that places will be warm or cold, wet or day. Instead, the outlooks are in terms of how the odds of a place been hot or cold will be shifted. Finally i... ... Works Cited Craft, Erik. "Economic History of Weather Forecasting" .EH.Net,Encyclopedia, edited by Robert Whaples. October 6, 2001. URL http://eh.net/encyclopedia/article/craft.weather.forcasting.history Assessed, 10/21/2011 J.D .Selman and C. Dennis Campden â€Å"seasonal weather forecasting and the requirement of the food supply chain† http://www.slideshare.net/Bobtb/seasonal-weather-forecasting-and-the-requirements-for-the assessed 10/21/2011 â€Å"Accuracy of weather forecast in time.† http://www.timeanddate.com/weather/forecast-accuracy-time.html William Jack, â€Å"long range forecast have limitation† Weather, May 19, 2005 http://www.usatoday.com/weather/woutwhat.htm Assessed, 11/04/2011.

Cost and Quality Relationship Memo Essay

Many of the reforms contained within the Patient Protection and Affordable Care Act (PPACA) are aimed at reducing health care costs and improving quality without rationing care, cutting benefits or reducing eligibility. Starting with the populations that suffer from the most difficult health conditions and have the most medical expenses makes sense. If designed and implemented properly, these reforms hold the potential to transform not only their lives, but also to serve as models for other populations. However, this promise cannot be realized without the informed and meaningful participation of patients, families and their advocates. The problem: our fragmented system There is widespread acknowledgement that our current health care system is fragmented, failing to consistently deliver high quality care, particularly to certain vulnerable people, such as: those with multiple chronic conditions, the frail elderly, people who are dually eligible for Medicare and Medicaid, and members of a racial or ethnic minority. These populations tend to see more physicians, have more office visits and take more medications. Too often, there is no one to coordinate this care. This failure to coordinate leads to poor care, such as: †¢ Duplicative tests or procedures †¢ Medication errors †¢ Avoidable hospital admissions †¢ Preventable hospital readmissions †¢ Unnecessary nursing home placements This fragmentation comes at a cost. Overall, health care costs represent 16 percent of our Gross Domestic Product. In 2009, we spent $2.9 trillion on health care. The cost of health care services provided to vulnerable populations is disproportionate to their numbers. For instance, 96 percent of Medicare dollars and 80 percent of Medicaid dollars are spent on patients with multiple chronic conditions. And, Medicaid and Medicare spend four times as much for the nearly nine million dually eligible beneficiaries than for non-duals. This disproportionate spending is in part because these populations have more complex health care needs. But preventable hospitalizations, complications and unnecessary nursing home admissions contribute significantly to these high costs. Improving the health delivery system for these vulnerable people will improve the quality of their lives, while also saving money. Page 2 National Health Reform and Delivery System Change, June 2010 Community Catalyst is a national non-profit advocacy organization building consumer and community leadership to transform the American health care system. www.communitycatalyst.org 2 New opportunities emerging from national health care reform Noted Harvard surgeon and author Atul Gawande said it best in his December 2009 New Yorker article â€Å"Testing, Testing,† where he responded to claims that there was no master plan for improving quality and reducing costs in the then-pending national reform bills. Drawing from what’s worked in agriculture, he said that â€Å"[t]o figure out how to transform medical communities, with all their diversity and complexity, is going to involve trial and error. And this will require pilot programs – a lot of them.† Indeed, the PPACA is filled with just these types of reforms aimed at testing what works. By its very nature, it acknowledges the differences among health delivery systems. While there are too many reforms to cover, this brief aims to discuss some those that hold the most promising for states to improve the health of vulnerable populations. In exchange, designated providers receiving payment for these services must provide regular reports to the state on a set of applicable quality measures. The New Jersey Legislature is currently considering a bill that would create a primary care medical home demonstration project. Should that bill pass, New Jersey could explore taking this state option, and advocates could weigh in on the development of quality measures that are most relevant to vulnerable populations. Accountable care organizations (ACOs) The new law creates a general ACO pilot program in Medicare4 and a pediatric ACO demonstration project in Medicaid,5 in which groups of providers who work together to improve the quality of care they deliver to beneficiaries will be permitted to keep half the savings they achieve over a three-year period. Participating ACOs must promote evidence-based medicine and patient engagement, report on quality and cost measures and coordinate care. They must also demonstrate that they meet patient-centeredness criteria, such as the use of patient and caregiver assessments or the use of individualized health plans. The criteria by which a group of providers will be judged in order to qualify as an ACO will be determined by regulation issued by the Department of Health and Human Services, which will also determine the measures to be used to assess the quality of care provided by the ACO. There is already interest in New Jersey in creating an ACO demonstration project to serve urban, underserved communities. Creating a state project may position New Jersey to take advantage of the federal pilot funding. Home and community-based services (HCBS) The new law offers incentives to states that provide HCBS to individuals instead of placing them in nursing homes.6 Specifically, the law increases Federal Medical Assistance Percentage (FMAP) payments to States that decrease the percentage of spending while increasing spending on HCBS.

Recruitment Program

Sample generic health care provider recruitment plan It is imperative to have an all-encompassing recruitment policy for your organization. Sample recruitment policy: To develop a long-range recruitment plan; organize a recruiting schedule based upon the historical supply and demand for each major healthcare discipline; and implement the plan within the organization. A goal should be developed for each discipline (dentist, ancillary, hygienist, assistant). Sample goal: To recruit (number) dentists this year based on resignations, terminations, attrition or growth.Strategies, structure, and ongoing activities are important to the process. Sample strategies: To concentrate our efforts on health care professionals who are completing training programs, government obligations or military service. To anticipate the competition by contacting prospects early. To have a continuous, year-round schedule. Sample structure: The official recruiting cycle for program) will commence (Name of teachin g institution/ (Month and date) of each calendar year. All recruiting efforts within the institution will be coordinated through the human resources/personnel department/coordinator or his or her designed.The organization's recruitment committee will review the recruiting objectives no later than February 1 of each year. Sample of ongoing activities: Complete follow-up action with healthcare professionals who have interviewed. Schedule site visits for healthcare professionals from previous recruiting efforts. Obtain legal contracts for healthcare professionals who will commence practice. Recruitment committee will meet at least quarterly to review plan of action and develop strategies for implementation. Attend as many in-state health professional recruitment fairs as possible.Sample annual recruitment plan Quarterly Activities JANUARY – MARCH Survey active medical staff to determine: Provider needs/practices needing assistance Need for new practices in the community. Mail se cond recruitment letters to practicing dentists (first letter sent in October). Compile statistics from January medical staff survey. Prepare for initial provider/practice assessments. Complete follow-up action on providers who have completed site visits in December and January. Establish funding limits for calendar year from finance department. Prepare opportunity descriptions.Update printed recruitment materials. Identify residency programs and contact program directors/advisors. Identify recruitment conferences and exhibit possibilities. Meet with the provider recruitment committee to explain this year's campaign and their involvement (for example, interviews). Fine-tune the campaign with their input. Conduct initial provider/practice assessments to clarify provider recruitment needs in response to January medical staff survey. Mail second recruitment letter to next year's graduating students/professionals (first letter mailed in October). APRIL – JUNEBegin preparation for dental school marketing seminar (seminar about how to market practices and what to expect in recruiting). Meet with administrator to establish recruitment priorities. Send third recruitment letter to next year's graduating dental students. Semi-annual dental/provider manpower recruitment committee meeting. Assist newly recruited providers by facilitating their arrival and transition. JULY – SEPTEMBER Register a search with the DANNA and other placement services. Contact dentists in government service (National Health/Lillian Health Service Corps).Write other healthcare administrators in the region regarding a search for a healthcare provider for the community. Contact state licenser board for names of provider licensees and send letters to. Inform pharmaceutical and medical supply vendors of provider searches. Contact military installations in region for names of providers leaving service and ask about opportunities to communicate with them. Contact medical specialty associa tions to obtain information on meetings, publications and placement services. Identify provider recruitment opportunity fairs for the coming year.Dental school opportunity fair. Request dental school alumni affairs office to publicize opportunities. Post employment opportunities/vacancies with state health department, dental training programs and state primary-care associations. Obtain available provider computer lists for mailing to next year's graduating students. Visit dental training programs. Contact military dentists younger than 45 years. Send fourth recruiting letter to graduating students (in final year). Conduct consumer research to further identify need for dental providers.Write and place national urinal ads for November and December to target practicing dentists. OCTOBER – DECEMBER Continue dental provider training program visits. Meet with administrator to establish recruiting priorities for the coming calendar year and prepare for next month's provider recruitm ent committee meeting. Send letter of introduction to next year's graduating dental students (second letter to be sent in March). Contact academic dentists younger than 45 years. Mail letter to practicing dentists (second letter to be sent in January). Semi-annual provider recruitment committee meeting.Prepare medical staff survey to identify provider manpower needs and issues. Attachment 1 Graphic Summary of the Recruitment Process 1 . Preparation for recruitment 2. Prospects 3. Suspects 4. Applicants 5. Candidates 6. Finalists 7. Hired Develop health professional plan Identify new candidate Provide description of opportunity (sees) Provider sends C.V. In-depth phone interview Complete interviewing process Regular communication before start date Prepare practice assessment Targeted direct mail Determine interest/needs of providers C.V. screened according to criteria Prepare for site visitFinalize contract negotiations Professional orientation Determine role of current professional staff Display at professional assemblies Follow-up with requested information Candidate tracking & referral system Provide examination copy of contract Hospital privileges Determine salary and benefits Advertise Personal follow-up with candidate Develop in-house recruitment system Marketing introduction to professional sites Candidate tracking and referral system Develop promotional materials Direct contacts (cold calls) Reference & credential check Draft specimen contract Determine selection criteria